Voicing Our Values2021 ETHICS AWARENESS TRAINING

ASK QUESTIONS bull OBTAIN DATA bull TALK TO OTHERS bull REFRAME THE ISSUE bull REPORT VIOLATIONS

DO WHATrsquoS RIGHT mdash RESPECT OTHERS mdash PERFORM WITH EXCELLENCE

OUR VALUESDo Whatrsquos Right - We are committed to the highest standards of ethical conduct in all that we do We believe that honesty and integrity engender trust which is the cornerstone of our business We abide by the laws of the United States and other countries in which we do business We strive to be good citizens and we take responsibility for our actions Respect Others - We recognize that our success as an enterprise depends on the talent skills and expertise of our people and our ability to function as a tightly integrated team We appreciate our diversity and believe that respect ndash for our colleagues customers partners and all those with whom we interact ndash is an essential element of all positive and productive business relationships Perform With Excellence - We understand the importance of our missions and the trust our customers place in us With this in mind we strive to excel in every aspect of our business and approach every challenge with a determination to succeed We seek not only the highest accomplishments as individuals but also seek to help our fellow team members achieve at the highest levels

COMMITMENT TO DIVERSITY AND INCLUSION

Diversity and inclusion are the foundation of our culture and reflect our values of ldquoDo Whatrsquos Right Respect Others and Perform with Excellencerdquo Lockheed Martin is committed to leveraging our employeesrsquo unique talents and experiences in order to deliver innovative affordable solutions and unparalleled customer value

Dear Training Leader

Thank you for leading this yearrsquos 2021 Ethics Awareness Training Leader-led sessions are the keystone of our entire ethics program

Our goal is to make these sessions easy to lead while keeping them engaging and thought provoking for the participants We endeavor to provide you with case scenarios that are current and relevant to issues our employees face recognizing that many decisions we face present nuanced choices This year we grapple again with respect and civility in the workplace focusing specifically on collaboration tools and race-based harassment We also address how to deal with employees facing difficult personal crises such as addiction to opioids

The Voicing Our Values (VOV) Techniques are powerful tools in any situation to help us develop the strategy we need to take action As a training leader your role is to stimulate a robust conversation on the questions presented and to encourage the group to practice the skills we need to effectively address ethical dilemmas in the workplace

In this 2021 edition of our training for each case an on-screen host sets the stage with background information on each video case which focuses on the key issues The host will then introduce the discussion you will lead

The discussion begins with looking at what the characters should do The answer to that question will be fairly clear However the core issue is in exploring why they might not choose to do the right thing Whatrsquos holding them back and what can they do to overcome those barriers We ask you to pose the question to your group what would each of us do if we were in this situation

I encourage you to spend some time reviewing this guide to become familiar with how to best facilitate a discussion focused on the VOV Techniques

The example you set for employees couldnrsquot be more important Inspiring our employees to recognize their obligation to take action is at the core of building the culture we need to be successful in the dynamic and changing world in which we operate

Thank you for supporting Ethics Awareness Training and for your efforts in leading our workforce in Voicing Our Values

Leo S Mackay Jr Senior Vice President Ethics and Enterprise Assurance

1i

Whatrsquos New for 2021 How to effectively use the VOV Techniques remains at the heart of the training Emphasis in 2021 is on how to stop and think about next steps before taking actionParticipants will see characters making assumptions and jumping to conclusions through inferences and incomplete factsYet if they had in fact used the VOV Techniques effectively they might have proceeded differentlyFocus is on the key decision points when the characters must decide to take actionhellipor not New Format for 2021Setup

bull New procedure to stream video directly from Skype

bull On screen ldquohostrdquo sets the scene before each case and then after the opening segment will set up the discussion questions leading into your group discussion

Discussionbull Given the situation what should each of the characters do (easy codepolicy question)bull What might be holding them back from doing the right thing (identifying rationales and excuses)bull How do they overcome what is holding them backClosing Videobull Characters engage in a debrief of what happened and ask the kinds of questions that employees may want to ask but might be hesitant tobull Senior Lockheed Martin Executives close with a brief discussion of why voicing onersquos values is so critical to that situation

Whatrsquos expected for leaders bull This year leaders will choose two or three of six cases to discuss in the 60 minute sessionbull Leaders are expected to review this Leaderrsquos Guide and view all six cases before selecting cases for their sessions

bull Case 5 which addresses racial discrimination and harassment and misuse of collaboration tools is required in all EAT sessions

32

TABLE OF CONTENTSWhatrsquos New for 2021 3

Planning Your Session and Case Topics 4

Facilitating In-Person Sessions 8

Facilitating Zoom Sessions 10

Facilitating Skype Sessions 12

Option 1 ndash Presenting Video from within Skype 12

Option 2 ndash Coordinated individual viewing of video 16

Voicing our Values Techniques 18

Summaries of Cases 1 -6 20

Additional Information and Resources 32

Session Wrap-Up 34

Facilitation Dos and Donrsquots 35

Participation and Acknowledgement 36

All video cases were either filmed in January 2020 before COVID restrictions were imposed or filmed in accordance with COVID precautionary guidance for video production

Planning Your Session and Case Topics

Itrsquos important to review this section before your session

ldquoAnticipate the typical rationalizations given for ethically questionable behavior and identify counterarguments These rationalizations are predictable and vulnerable to reasoned responserdquo

mdash Mary Gentile

In each case one or more of the characters is at a key decision point Effectively using the Voicing our Values techniques would help them make the right decision You are responsible for understanding these techniques before leading the session

ndash Ask Questions ndash Talk to Others ndash Obtain Data ndash Reframe the Issue

Definitions of these techniques are provided on page 18 of this guide with a link to a printable reference page for use by attendees when discussing the cases

The VOV Techniques presented in these cases are representative of what employees can do in similar circumstances They are not intended to be the only VOV Techniques or approaches that can be helpful in more effectively voicing onersquos values

The heart of Voicing our Values is the ability to raise issues and use the techniques to prevent a violation from occurring but when that is not successful we must Report Violations The case summaries pages 20 to 31 provide discussion points for your use You will have time to discuss 2 or 3 cases during your one-hour session

Here are some basic steps to take before the training session

Know the Ethics Officer for the group you are training Yoursquoll need this for the closing message on page 34 You can find their name on Enterprise White Pages remember that there may be different officers for employees at different locations

Identify how many people you are responsible for training and schedule enough sessions to accommodate your team needs Consider how training will be most effective for small or large groups

Send participants a meeting notice as far in advance as possible with the time and place for the session A session is required to last at least one hour Include directions on how to charge labor for the session

Attach to your meeting notice pdf files of the Voicing our Values Techniques and Our Values which are available online at httpsethicscorplmcocomAwareness_Training or httpwwwlockheedmartincomen-uswho-we-areethicstraininghtml

Determine current COVID restrictions and parameters in your facility before scheduling any in-person sessions

Reserve if leading a partial or full in-person session reserve a room with internet access and enough tables and chairs for comfortable seating Test the equipment and the connections ahead of time

Familiarize yourself with the cases by reading the summaries in this Leaderrsquos Guide and watching each of the videos After watching each video select the cases you will be discussing in your sessions Note Case 5 is required for all sessions Remember the Case Summaries are discussion guides and are not intended to be the definitive correct response

If you are using Skype download the PowerPoint versions of the case files from the EAT website and upload them into the Skype meeting after your Outlook meeting has been sent to calendars (see page 12)Print for yourself hard copies of the Case Summaries you will be using as well as the Additional Resources page Having these resources handy will aid in your discussion

CASE 1 ndash ITrsquoS JUST A PART NUMBER (754)Falsification of Records Leadership Interpersonal Skills Customer RelationshipsExecutive Close ndash Rod McLean Vice President and General Manager of the Air Mobility amp Maritime Missions

CASE 2 ndash OPIOIDS AT WORK (805) Drug-free Workplace Charging Practices Privacy

Executive Close ndash Dean Acosta Senior Vice President Communications

CASE 3 ndash BADGE OF HONOR (823)Safety Program Integrity Customer RelationshipsExecutive Close ndash Paul Lemmo President Sikorsky

CASE 4 ndash TRUST BUT VERIFY (731) Conflicts of Interest Business Courtesies Leadership Interpersonal Skills Expense Reporting FraudExecutive Close ndash Ken Possenriede Executive Vice President Chief Financial Officer

CA

SE T

OPIC

S

CA

SE T

OPIC

S

54Total length of combined Part 1 and 2 videos

All video cases were either filmed in January 2020 before COVID restrictions were imposed or filmed in accordance with COVID precautionary guidance for video production

CASE 5 ndash JUST SLACK OFF (1007) (REQUIRED CASE)Racial Discrimination and Harassment Misuse of Collaboration Tools Leadership Failure to Act Charging PracticesExecutive Close ndash Yvonne Hodge SVP Enterprise Business Transformation

CASE 6 ndash NO CONFLICTS HERE (815) Sensitive Information Conflicts of Interest

Executive Close ndash Tim Cahill Senior Vice President Global Business Development

OUR VALUESDo Whatrsquos Right - We are committed to the highest standards of ethical conduct in all that we do We believe that honesty and integrity engender trust which is the cornerstone of our business We abide by the laws of the United States and other countries in which we do business We strive to be good citizens and we take responsibility for our actions Respect Others - We recognize that our success as an enterprise depends on the talent skills and expertise of our people and our ability to function as a tightly integrated team We appreciate our diversity and believe that respect ndash for our colleagues customers partners and all those with whom we interact ndash is an essential element of all positive and productive business relationships Perform With Excellence - We understand the importance of our missions and the trust our customers place in us With this in mind we strive to excel in every aspect of our business and approach every challenge with a determination to succeed We seek not only the highest accomplishments as individuals but also seek to help our fellow team members achieve at the highest levels

COMMITMENT TO DIVERSITY AND INCLUSION

Diversity and inclusion are the foundation of our culture and reflect our values of ldquoDo Whatrsquos Right Respect Others and Perform with Excellencerdquo Lockheed Martin is committed to leveraging our employeesrsquo unique talents and experiences in order to deliver innovative affordable solutions and unparalleled customer value

Dear Training Leader

Thank you for leading this yearrsquos 2021 Ethics Awareness Training Leader-led sessions are the keystone of our entire ethics program

Our goal is to make these sessions easy to lead while keeping them engaging and thought provoking for the participants We endeavor to provide you with case scenarios that are current and relevant to issues our employees face recognizing that many decisions we face present nuanced choices This year we grapple again with respect and civility in the workplace focusing specifically on collaboration tools and race-based harassment We also address how to deal with employees facing difficult personal crises such as addiction to opioids

The Voicing Our Values (VOV) Techniques are powerful tools in any situation to help us develop the strategy we need to take action As a training leader your role is to stimulate a robust conversation on the questions presented and to encourage the group to practice the skills we need to effectively address ethical dilemmas in the workplace

In this 2021 edition of our training for each case an on-screen host sets the stage with background information on each video case which focuses on the key issues The host will then introduce the discussion you will lead

The discussion begins with looking at what the characters should do The answer to that question will be fairly clear However the core issue is in exploring why they might not choose to do the right thing Whatrsquos holding them back and what can they do to overcome those barriers We ask you to pose the question to your group what would each of us do if we were in this situation

I encourage you to spend some time reviewing this guide to become familiar with how to best facilitate a discussion focused on the VOV Techniques

The example you set for employees couldnrsquot be more important Inspiring our employees to recognize their obligation to take action is at the core of building the culture we need to be successful in the dynamic and changing world in which we operate

Thank you for supporting Ethics Awareness Training and for your efforts in leading our workforce in Voicing Our Values

Leo S Mackay Jr Senior Vice President Ethics and Enterprise Assurance

1i

Whatrsquos New for 2021 How to effectively use the VOV Techniques remains at the heart of the training Emphasis in 2021 is on how to stop and think about next steps before taking actionParticipants will see characters making assumptions and jumping to conclusions through inferences and incomplete factsYet if they had in fact used the VOV Techniques effectively they might have proceeded differentlyFocus is on the key decision points when the characters must decide to take actionhellipor not New Format for 2021Setup

bull New procedure to stream video directly from Skype

bull On screen ldquohostrdquo sets the scene before each case and then after the opening segment will set up the discussion questions leading into your group discussion

Discussionbull Given the situation what should each of the characters do (easy codepolicy question)bull What might be holding them back from doing the right thing (identifying rationales and excuses)bull How do they overcome what is holding them backClosing Videobull Characters engage in a debrief of what happened and ask the kinds of questions that employees may want to ask but might be hesitant tobull Senior Lockheed Martin Executives close with a brief discussion of why voicing onersquos values is so critical to that situation

Whatrsquos expected for leaders bull This year leaders will choose two or three of six cases to discuss in the 60 minute sessionbull Leaders are expected to review this Leaderrsquos Guide and view all six cases before selecting cases for their sessions

bull Case 5 which addresses racial discrimination and harassment and misuse of collaboration tools is required in all EAT sessions

32

TABLE OF CONTENTSWhatrsquos New for 2021 3

Planning Your Session and Case Topics 4

Facilitating In-Person Sessions 8

Facilitating Zoom Sessions 10

Facilitating Skype Sessions 12

Option 1 ndash Presenting Video from within Skype 12

Option 2 ndash Coordinated individual viewing of video 16

Voicing our Values Techniques 18

Summaries of Cases 1 -6 20

Additional Information and Resources 32

Session Wrap-Up 34

Facilitation Dos and Donrsquots 35

Participation and Acknowledgement 36

All video cases were either filmed in January 2020 before COVID restrictions were imposed or filmed in accordance with COVID precautionary guidance for video production

Planning Your Session and Case Topics

Itrsquos important to review this section before your session

ldquoAnticipate the typical rationalizations given for ethically questionable behavior and identify counterarguments These rationalizations are predictable and vulnerable to reasoned responserdquo

mdash Mary Gentile

In each case one or more of the characters is at a key decision point Effectively using the Voicing our Values techniques would help them make the right decision You are responsible for understanding these techniques before leading the session

ndash Ask Questions ndash Talk to Others ndash Obtain Data ndash Reframe the Issue

Definitions of these techniques are provided on page 18 of this guide with a link to a printable reference page for use by attendees when discussing the cases

The VOV Techniques presented in these cases are representative of what employees can do in similar circumstances They are not intended to be the only VOV Techniques or approaches that can be helpful in more effectively voicing onersquos values

The heart of Voicing our Values is the ability to raise issues and use the techniques to prevent a violation from occurring but when that is not successful we must Report Violations The case summaries pages 20 to 31 provide discussion points for your use You will have time to discuss 2 or 3 cases during your one-hour session

Here are some basic steps to take before the training session

Know the Ethics Officer for the group you are training Yoursquoll need this for the closing message on page 34 You can find their name on Enterprise White Pages remember that there may be different officers for employees at different locations

Identify how many people you are responsible for training and schedule enough sessions to accommodate your team needs Consider how training will be most effective for small or large groups

Send participants a meeting notice as far in advance as possible with the time and place for the session A session is required to last at least one hour Include directions on how to charge labor for the session

Attach to your meeting notice pdf files of the Voicing our Values Techniques and Our Values which are available online at httpsethicscorplmcocomAwareness_Training or httpwwwlockheedmartincomen-uswho-we-areethicstraininghtml

Determine current COVID restrictions and parameters in your facility before scheduling any in-person sessions

Reserve if leading a partial or full in-person session reserve a room with internet access and enough tables and chairs for comfortable seating Test the equipment and the connections ahead of time

Familiarize yourself with the cases by reading the summaries in this Leaderrsquos Guide and watching each of the videos After watching each video select the cases you will be discussing in your sessions Note Case 5 is required for all sessions Remember the Case Summaries are discussion guides and are not intended to be the definitive correct response

If you are using Skype download the PowerPoint versions of the case files from the EAT website and upload them into the Skype meeting after your Outlook meeting has been sent to calendars (see page 12)Print for yourself hard copies of the Case Summaries you will be using as well as the Additional Resources page Having these resources handy will aid in your discussion

CASE 1 ndash ITrsquoS JUST A PART NUMBER (754)Falsification of Records Leadership Interpersonal Skills Customer RelationshipsExecutive Close ndash Rod McLean Vice President and General Manager of the Air Mobility amp Maritime Missions

CASE 2 ndash OPIOIDS AT WORK (805) Drug-free Workplace Charging Practices Privacy

Executive Close ndash Dean Acosta Senior Vice President Communications

CASE 3 ndash BADGE OF HONOR (823)Safety Program Integrity Customer RelationshipsExecutive Close ndash Paul Lemmo President Sikorsky

CASE 4 ndash TRUST BUT VERIFY (731) Conflicts of Interest Business Courtesies Leadership Interpersonal Skills Expense Reporting FraudExecutive Close ndash Ken Possenriede Executive Vice President Chief Financial Officer

CA

SE T

OPIC

S

CA

SE T

OPIC

S

54Total length of combined Part 1 and 2 videos

All video cases were either filmed in January 2020 before COVID restrictions were imposed or filmed in accordance with COVID precautionary guidance for video production

CASE 5 ndash JUST SLACK OFF (1007) (REQUIRED CASE)Racial Discrimination and Harassment Misuse of Collaboration Tools Leadership Failure to Act Charging PracticesExecutive Close ndash Yvonne Hodge SVP Enterprise Business Transformation

CASE 6 ndash NO CONFLICTS HERE (815) Sensitive Information Conflicts of Interest

Executive Close ndash Tim Cahill Senior Vice President Global Business Development

Whatrsquos New for 2021 How to effectively use the VOV Techniques remains at the heart of the training Emphasis in 2021 is on how to stop and think about next steps before taking actionParticipants will see characters making assumptions and jumping to conclusions through inferences and incomplete factsYet if they had in fact used the VOV Techniques effectively they might have proceeded differentlyFocus is on the key decision points when the characters must decide to take actionhellipor not New Format for 2021Setup

bull New procedure to stream video directly from Skype

bull On screen ldquohostrdquo sets the scene before each case and then after the opening segment will set up the discussion questions leading into your group discussion

Discussionbull Given the situation what should each of the characters do (easy codepolicy question)bull What might be holding them back from doing the right thing (identifying rationales and excuses)bull How do they overcome what is holding them backClosing Videobull Characters engage in a debrief of what happened and ask the kinds of questions that employees may want to ask but might be hesitant tobull Senior Lockheed Martin Executives close with a brief discussion of why voicing onersquos values is so critical to that situation

Whatrsquos expected for leaders bull This year leaders will choose two or three of six cases to discuss in the 60 minute sessionbull Leaders are expected to review this Leaderrsquos Guide and view all six cases before selecting cases for their sessions

bull Case 5 which addresses racial discrimination and harassment and misuse of collaboration tools is required in all EAT sessions

32

TABLE OF CONTENTSWhatrsquos New for 2021 3

Planning Your Session and Case Topics 4

Facilitating In-Person Sessions 8

Facilitating Zoom Sessions 10

Facilitating Skype Sessions 12

Option 1 ndash Presenting Video from within Skype 12

Option 2 ndash Coordinated individual viewing of video 16

Voicing our Values Techniques 18

Summaries of Cases 1 -6 20

Additional Information and Resources 32

Session Wrap-Up 34

Facilitation Dos and Donrsquots 35

Participation and Acknowledgement 36

All video cases were either filmed in January 2020 before COVID restrictions were imposed or filmed in accordance with COVID precautionary guidance for video production

Planning Your Session and Case Topics

Itrsquos important to review this section before your session

ldquoAnticipate the typical rationalizations given for ethically questionable behavior and identify counterarguments These rationalizations are predictable and vulnerable to reasoned responserdquo

mdash Mary Gentile

In each case one or more of the characters is at a key decision point Effectively using the Voicing our Values techniques would help them make the right decision You are responsible for understanding these techniques before leading the session

ndash Ask Questions ndash Talk to Others ndash Obtain Data ndash Reframe the Issue

Definitions of these techniques are provided on page 18 of this guide with a link to a printable reference page for use by attendees when discussing the cases

The VOV Techniques presented in these cases are representative of what employees can do in similar circumstances They are not intended to be the only VOV Techniques or approaches that can be helpful in more effectively voicing onersquos values

The heart of Voicing our Values is the ability to raise issues and use the techniques to prevent a violation from occurring but when that is not successful we must Report Violations The case summaries pages 20 to 31 provide discussion points for your use You will have time to discuss 2 or 3 cases during your one-hour session

Here are some basic steps to take before the training session

Know the Ethics Officer for the group you are training Yoursquoll need this for the closing message on page 34 You can find their name on Enterprise White Pages remember that there may be different officers for employees at different locations

Identify how many people you are responsible for training and schedule enough sessions to accommodate your team needs Consider how training will be most effective for small or large groups

Send participants a meeting notice as far in advance as possible with the time and place for the session A session is required to last at least one hour Include directions on how to charge labor for the session

Attach to your meeting notice pdf files of the Voicing our Values Techniques and Our Values which are available online at httpsethicscorplmcocomAwareness_Training or httpwwwlockheedmartincomen-uswho-we-areethicstraininghtml

Determine current COVID restrictions and parameters in your facility before scheduling any in-person sessions

Reserve if leading a partial or full in-person session reserve a room with internet access and enough tables and chairs for comfortable seating Test the equipment and the connections ahead of time

Familiarize yourself with the cases by reading the summaries in this Leaderrsquos Guide and watching each of the videos After watching each video select the cases you will be discussing in your sessions Note Case 5 is required for all sessions Remember the Case Summaries are discussion guides and are not intended to be the definitive correct response

If you are using Skype download the PowerPoint versions of the case files from the EAT website and upload them into the Skype meeting after your Outlook meeting has been sent to calendars (see page 12)Print for yourself hard copies of the Case Summaries you will be using as well as the Additional Resources page Having these resources handy will aid in your discussion

CASE 1 ndash ITrsquoS JUST A PART NUMBER (754)Falsification of Records Leadership Interpersonal Skills Customer RelationshipsExecutive Close ndash Rod McLean Vice President and General Manager of the Air Mobility amp Maritime Missions

CASE 2 ndash OPIOIDS AT WORK (805) Drug-free Workplace Charging Practices Privacy

Executive Close ndash Dean Acosta Senior Vice President Communications

CASE 3 ndash BADGE OF HONOR (823)Safety Program Integrity Customer RelationshipsExecutive Close ndash Paul Lemmo President Sikorsky

CASE 4 ndash TRUST BUT VERIFY (731) Conflicts of Interest Business Courtesies Leadership Interpersonal Skills Expense Reporting FraudExecutive Close ndash Ken Possenriede Executive Vice President Chief Financial Officer

CA

SE T

OPIC

S

CA

SE T

OPIC

S

54Total length of combined Part 1 and 2 videos

All video cases were either filmed in January 2020 before COVID restrictions were imposed or filmed in accordance with COVID precautionary guidance for video production

CASE 5 ndash JUST SLACK OFF (1007) (REQUIRED CASE)Racial Discrimination and Harassment Misuse of Collaboration Tools Leadership Failure to Act Charging PracticesExecutive Close ndash Yvonne Hodge SVP Enterprise Business Transformation

CASE 6 ndash NO CONFLICTS HERE (815) Sensitive Information Conflicts of Interest

Executive Close ndash Tim Cahill Senior Vice President Global Business Development

Planning Your Session and Case Topics

Itrsquos important to review this section before your session

ldquoAnticipate the typical rationalizations given for ethically questionable behavior and identify counterarguments These rationalizations are predictable and vulnerable to reasoned responserdquo

mdash Mary Gentile

In each case one or more of the characters is at a key decision point Effectively using the Voicing our Values techniques would help them make the right decision You are responsible for understanding these techniques before leading the session

ndash Ask Questions ndash Talk to Others ndash Obtain Data ndash Reframe the Issue

Definitions of these techniques are provided on page 18 of this guide with a link to a printable reference page for use by attendees when discussing the cases

The VOV Techniques presented in these cases are representative of what employees can do in similar circumstances They are not intended to be the only VOV Techniques or approaches that can be helpful in more effectively voicing onersquos values

The heart of Voicing our Values is the ability to raise issues and use the techniques to prevent a violation from occurring but when that is not successful we must Report Violations The case summaries pages 20 to 31 provide discussion points for your use You will have time to discuss 2 or 3 cases during your one-hour session

Here are some basic steps to take before the training session

Know the Ethics Officer for the group you are training Yoursquoll need this for the closing message on page 34 You can find their name on Enterprise White Pages remember that there may be different officers for employees at different locations

Identify how many people you are responsible for training and schedule enough sessions to accommodate your team needs Consider how training will be most effective for small or large groups

Send participants a meeting notice as far in advance as possible with the time and place for the session A session is required to last at least one hour Include directions on how to charge labor for the session

Attach to your meeting notice pdf files of the Voicing our Values Techniques and Our Values which are available online at httpsethicscorplmcocomAwareness_Training or httpwwwlockheedmartincomen-uswho-we-areethicstraininghtml

Determine current COVID restrictions and parameters in your facility before scheduling any in-person sessions

Reserve if leading a partial or full in-person session reserve a room with internet access and enough tables and chairs for comfortable seating Test the equipment and the connections ahead of time

Familiarize yourself with the cases by reading the summaries in this Leaderrsquos Guide and watching each of the videos After watching each video select the cases you will be discussing in your sessions Note Case 5 is required for all sessions Remember the Case Summaries are discussion guides and are not intended to be the definitive correct response

If you are using Skype download the PowerPoint versions of the case files from the EAT website and upload them into the Skype meeting after your Outlook meeting has been sent to calendars (see page 12)Print for yourself hard copies of the Case Summaries you will be using as well as the Additional Resources page Having these resources handy will aid in your discussion

CASE 1 ndash ITrsquoS JUST A PART NUMBER (754)Falsification of Records Leadership Interpersonal Skills Customer RelationshipsExecutive Close ndash Rod McLean Vice President and General Manager of the Air Mobility amp Maritime Missions

CASE 2 ndash OPIOIDS AT WORK (805) Drug-free Workplace Charging Practices Privacy

Executive Close ndash Dean Acosta Senior Vice President Communications

CASE 3 ndash BADGE OF HONOR (823)Safety Program Integrity Customer RelationshipsExecutive Close ndash Paul Lemmo President Sikorsky

CASE 4 ndash TRUST BUT VERIFY (731) Conflicts of Interest Business Courtesies Leadership Interpersonal Skills Expense Reporting FraudExecutive Close ndash Ken Possenriede Executive Vice President Chief Financial Officer

CA

SE T

OPIC

S

CA

SE T

OPIC

S

54Total length of combined Part 1 and 2 videos

All video cases were either filmed in January 2020 before COVID restrictions were imposed or filmed in accordance with COVID precautionary guidance for video production

CASE 5 ndash JUST SLACK OFF (1007) (REQUIRED CASE)Racial Discrimination and Harassment Misuse of Collaboration Tools Leadership Failure to Act Charging PracticesExecutive Close ndash Yvonne Hodge SVP Enterprise Business Transformation

CASE 6 ndash NO CONFLICTS HERE (815) Sensitive Information Conflicts of Interest

Executive Close ndash Tim Cahill Senior Vice President Global Business Development

This year you will guide the discussion of two or three cases The video scenarios run between 75 and 10 minutes See pages 4 and 5 for the timing of each case For some cases your discussions may extend beyond the allocated 8 minutes Use your discretion to either move on to a third case or extend the discussion of two cases

Setup Video

Closing Video

Wrap Up Discussion

Voicing Values

Discussion

CASE DISCUSSION

76

Settling In

2 to 3 Cases

CEO Intro Instructions amp Review of

VOV

Session Wrap-Up

2 Minutes 2 Minutes

48 Minutes

3 Minutes

5 Minutes

Page 8

Page 10

Page 12

SESSION FLOW 60 Minutes

Alternative Formats

Will yoube facilitating a

completely in-person session

Will you be using Zoom during

the session

Will you be using Skype during

the session

See ldquoFacilitating Zoom Sessionsrdquo

See ldquoFacilitating Skype Sessionsrdquo

NO

NO

NO

YES

YES

YES

See ldquoFacilitating In-PersonSessionsrdquo

Use this flowchart to choose your specific session format

If none of these methods are suitable for your session please contact your Ethics Officer to discuss resources for alternative delivery and facilitation

Detailed instruction sheets for each type of session are available on the EAT website at httpsethicscorplmcocomAwareness_Training or httpwwwlockheedmartincomen-uswho-we-areethicstraininghtml

Facilitating In-Person SessionsPreparing for your Session

For in-person sessions you will need to be sure that your computer is connected both to the internet to stream the videos from the web-player and to a monitor for viewing

If you are facilitating a session without internet connectivity you will need to download the cases from the EAT website httpsethicscorplmcocomAwareness_Training or httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml beforehand and launch from your local drive

Settling In

Provide directions on how to charge labor for the training session and how to acknowledge completion

Launch the Voicing our Values Online Training web player from the EAT website httpsethicscorplmcocomAwareness_Training or httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml and be sure it is projecting to attendees in the room

Choose ldquoLanguagesrdquo on the Main Menu of the online training to select a language other than English if desired Note Closed captioning will need to be used to view translated text

Running the Session

Click ldquoIntroductionrdquo on the Main Menu to launch the first video

Play the Introduction video segment which includes a message from Jim Taiclet and an overview of the session and the Voicing our Values Techniques

Select a Case ndash After the introduction video completes navigate to the Case Menu by clicking the ldquoCase Menurdquo item in the menu bar at the top of the screen or via the link below the video window Select the case you will discuss first

Play a case When the video concludes you may click the ldquoDiscussionrdquo link above the video to view the Discussion questions if you the questions are not displayed automatically

Discussion

Engage in a group discussion of the questions on the screen

Encourage participants to ask questions or make comments in the chat function

Part 2 Video

Click the ldquoContinuerdquo link beneath the discussion questions and then the Play icon to view the Part Two video

Wrap-Up the discussion by asking participants how the scenario could occur at Lockheed Martin and adding any additional context or information from the case summary (pages 20-31) and additional information on page 32

Return to the Case Menu

Repeat the process to discuss the next case

98

Facilitating Zoom SessionsIf some or all of the attendees are attending virtually and you have access to creating or requesting a Zoom meeting this option is recommended Once the meeting has been scheduled the leader needs only to access the online training via a browser to facilitate the training The video and audio will be displayed to all participants in the Zoom meeting

In the Meeting Invite

bull Send a Zoom meeting request to the participants

bull Attach to the invite the Voicing our Values Techniques pdf files It can be found at httpsethicscorplmcocomAwareness_Training or httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml

bull Ask your participants to download the attachments before the meeting

Settling In

Open the web player

Screen Share ndash Share your screen of the web player by clicking on the green ldquoShare Screenrdquo button on the bottom of the screen In selecting the screen (not the app) to show check both the ldquoShare soundrdquo button and the ldquoOptimize for video cliprdquo button at the bottom of the window

Screen resolution for the participants will clear as the video buffers

Sound and Video Check - When you are ready ask each participant to acknowledge in the chat that their Zoom app is working If a participant is unable to hear or be heard encourage them to dial into the meeting from their phone or open the web player themselves httpsethicscorplmcocomAwareness_Training or httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml

Provide directions on how to charge labor for the training session and how to acknowledge completion

Choose ldquoLanguagesrdquo on the Main Menu of the online training to select a language other than English if desired

Prepare to watch the first video

Running the Session

Click ldquoIntroductionrdquo on the Main Menu to launch the first video

Play the Introduction video segment which includes a message from Jim Taiclet and an overview of the session and the Voicing our Values Techniques

Select a Case ndash After the introduction video completes navigate to the Case Menu by clicking the ldquoCase Menurdquo item in the menu bar at the top of the screen or via the link below the video window Select the case you will discuss first

Play a case When the video concludes you may click the ldquoDiscussionrdquo link above the video to view the Discussion questions if you the questions are not displayed automatically

Discussion

Engage in a group discussion of the questions on the screen

Encourage participants to ask questions or make comments in the chat function

Part 2 Video

Click the ldquoContinuerdquo link beneath the discussion questions and then the Play icon to view the Part Two video

Wrap-Up the discussion by asking participants how the scenario could occur at Lockheed Martin and adding any additional context or information from the case summary (pages 20-31) and additional information on page 32

Return to the Case Menu

Repeat the process to discuss the next cases

1110

Facilitating Skype SessionsThere are two ways to use Skype in facilitating your session

In Option 1 it is now possible to stream the video with higher resolution in Skype sessions by using the PowerPoint presentations found on the EAT website However you will need to spend a few minutes ahead of time preparing for the session

In Option 2 all participants go on mute at the same time and view the videos through their own internet connection to the web player

If you havenrsquot previously downloaded the PowerPoint decks please use Option 2 as you will not have time to complete the session if you attempt to download the PowerPoint decks and then upload them into Skype during the meeting

Option 1 ndash Presenting Video from within SkypePreparationPreparing for Your Ethics Awareness Training Skype Session

These preparations may be done by the facilitator or anyone else scheduling meetings on the facilitatorrsquos behalf

These steps should be taken at any time after the meeting notice has been created even days or weeks before your session

4From the EAT page at httpsethicscorplmcocomAwareness_Training or httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml download to your local computer the Introduction presentation and the ppt files for the cases you would like to present The cases are available in English Spanish French Polish and Turkish

6Click the ldquoJoin Skype Meetingrdquo link from the meeting notice you previously sent to the participants

4In the Skype meeting window click the ldquoShare Contentrdquo button and choose ldquoShare PowerPoint Fileshelliprdquo Select the ppt files that you previously download and click the ldquoOpenrdquo button This will upload the files to the meeting event space

4Click the ldquoManage Contentrdquo link to be sure the content has been uploaded

4Close the Skype meeting You are now prepared to conduct the meeting when the time arrives

1 If your system does not permit sharing content please download Alternative Skype Instructions from the Ethics Awareness Training Website

Confused Contact your Ethics Officer

1312

httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml

Running the SessionIf you havenrsquot previously downloaded the PowerPoint decks please use Option 2 as you will not have time to complete the session if you attempt to download the PowerPoint decks and then upload them into Skype during the meeting

bull Open and join the Skype meeting as usual Click the ldquoShare Contentrdquo button and select ldquoManage Contentrdquo item This will display the presentations you have previously uploaded

bull Sound and Video Check - When you are ready ask each participant to acknowledge in the chat that they can see the presentation and that they are ready to begin

bull Provide directions on how to charge labor for the training session and how to acknowledge completion

bull Click the Introduction presentation The file will load and play the video segment which includes a message from Jim Taiclet and an overview of the session and the Voicing our Values Techniques

bull Subtitles - Subtitles may be displayed by clicking the square icon next to the volume control at the right end of the video playback bar

bull Navigate through the presentation using the slide arrows at the bottom of the screen

bull Play the opening Video When the video concludes click to the next slide to view the Discussion questions

Discussion

Engage in the Voicing Our Values discussion as a group by discussing the questions on the screen

Encourage participants to ask questions or make comments in the Skype chat window Ensure that you or another member of the team addresses comments in the chat

Click the next slide and view the Closing Video

When you reach the end of each presentation Wrap-Up the discussion by asking participants how the scenario could occur at Lockheed Martin and adding any additional context or information from the case summary and Additional Resources page (page 32)

Click the ldquoShare Contentrdquo button ldquoManage Contentrdquo item and select the next presentation until you have completed your chosen cases

Skype Session Tips

bull Uploading the PowerPoint files to the meeting in advance will save significant time when your meeting is held

bull When you play a video everyone including yourself will be automatically muted Be sure to tell everyone to unmute for the Discussion screens

bull You donrsquot need to have run the Skype meeting in full-screen Even if the Skype meeting is not full-screen on your display it will be presented in full-screen in the attendeesrsquo Skype meeting This will allow you to have the Leaderrsquos Guide open simultaneously if yoursquod like

bull If you havenrsquot previous downloaded the PowerPoint decks please use Option 2 as you will not have time to complete the session if you attempt to download the PowerPoint decks and then upload them into Skype during the meeting

1514

Facilitating Skype Sessions Option 2 ndash Coordinated individual viewing of videoThis is the method that virtual teams have used for several years in which all participants view the videos through their own internet connection to the web player

In the Meeting Invite

Send a Skype meeting request to the participants

Attach the Voicing our Values Techniques pdf file to the invite It can be found at httpsethicscorplmcocomAwareness Training or httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml

Facilitating the Session

Screen Share ndash With the web player open share your screen to show participants where they will start their web player Send in the chat the link to the web player at httpsethicscorplmcocomAwareness Training or httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml

Sound and Video Check - When you are ready ask each participant to acknowledge in the chat that their Skype app is working and they have the web player open and are ready to go

If a participant is unable to hear or be heard encourage them to dial into the meeting from their phone

Provide directions on how to charge labor for the training session and how to acknowledge completion

Choose ldquoLanguagesrdquo on the Main Menu of the online training to select a language other than English if desired and ask the participants to do the same

Getting Started

Inform the Participants to Click ldquoIntroductionrdquo on the Main Menu to launch the first video Coordinate the launching of the video so that you all begin at the same time Also be sure to ask participants to mute their phone lines while the video plays

Play the video segment which includes a message from Jim Taiclet and an overview of the session and the Voicing our Values Techniques

Select a Case ndash After the introduction video completes select the case you will discuss first Inform the participants to navigate to the Case Menu by clicking the ldquoCase Menurdquo item in the menu bar at the top of the screen or via the link below the video window Coordinate with any virtual participants and click on ldquoView This Caserdquo to launch the video

Play a case When the video concludes you may be prompted to click the ldquoDiscussionrdquo link below the video to view the Discussion questions

Discussion

Engage in a group discussion of the questions on the screen

Encourage participants to ask questions or make comments in the chat feature

Refer to the call participant list in the Skype window and encourage anyone who is not participating to offer their views

Part 2 Video

Prepare to watch the closing video Coordinate the launching of the video so that you all begin at the same time Remind the participants to mute their phone lines while the video plays

Click the ldquoContinuerdquo link beneath the discussion questions and then the Play icon to view the Part Two video

Wrap-Up the discussion by asking participants how the scenario could occur at Lockheed Martin and adding any additional context or information from the case summary and Additional Resources page (page 32)

Return to the Case Menu

Repeat the process to discuss additional cases

1716

Facilitating Skype Sessions Option 2 ndash Coordinated individual viewing of videoThis is the method that virtual teams have used for several years in which all participants view the videos through their own internet connection to the web player

In the Meeting Invite

Send a Skype meeting request to the participants

Attach the Voicing our Values Techniques pdf file to the invite It can be found at httpsethicscorplmcocomAwareness Training or httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml

Facilitating the Session

Screen Share ndash With the web player open share your screen to show participants where they will start their web player Send in the chat the link to the web player at httpsethicscorplmcocomAwareness Training or httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml

Sound and Video Check - When you are ready ask each participant to acknowledge in the chat that their Skype app is working and they have the web player open and are ready to go

If a participant is unable to hear or be heard encourage them to dial into the meeting from their phone

Provide directions on how to charge labor for the training session and how to acknowledge completion

Choose ldquoLanguagesrdquo on the Main Menu of the online training to select a language other than English if desired and ask the participants to do the same

Getting Started

Inform the Participants to Click ldquoIntroductionrdquo on the Main Menu to launch the first video Coordinate the launching of the video so that you all begin at the same time Also be sure to ask participants to mute their phone lines while the video plays

Play the video segment which includes a message from Jim Taiclet and an overview of the session and the Voicing our Values Techniques

Select a Case ndash After the introduction video completes select the case you will discuss first Inform the participants to navigate to the Case Menu by clicking the ldquoCase Menurdquo item in the menu bar at the top of the screen or via the link below the video window Coordinate with any virtual participants and click on ldquoView This Caserdquo to launch the video

Play a case When the video concludes you may be prompted to click the ldquoDiscussionrdquo link below the video to view the Discussion questions

Discussion

Engage in a group discussion of the questions on the screen

Encourage participants to ask questions or make comments in the chat feature

Refer to the call participant list in the Skype window and encourage anyone who is not participating to offer their views

Part 2 Video

Prepare to watch the closing video Coordinate the launching of the video so that you all begin at the same time Remind the participants to mute their phone lines while the video plays

Click the ldquoContinuerdquo link beneath the discussion questions and then the Play icon to view the Part Two video

Wrap-Up the discussion by asking participants how the scenario could occur at Lockheed Martin and adding any additional context or information from the case summary and Additional Resources page (page 32)

Return to the Case Menu

Repeat the process to discuss additional cases

1716

Voicing Our Values TechniquesThe Voicing our Values (VOV) Techniques are a powerful first step to address challenging issues and conflicts To effectively give voice to values we need to stop and think about what is the right approach before taking action And effectively voicing our values means we can often stop breakdowns in ethics before they start while also accelerating innovation inclusion and productivity

Use these Techniques as tools to help you effectively voice your values

CHECK YOURMOTIVATIONS

bull Why do I feel Irsquom right

bull Am I asking questions to get information or to drive home my point

bull What kind of questions should I ask and of whom

bull What about this situation is bothering me

When you ask questions of yourself and of others donrsquot assume you are right or know everything about the issue in question Ask questions that gather information and help everyone involved in the discussion achieve a clearer and more complete picture of the issue at hand Asking questions in this manner can help you understand the situation in a way that may resolve the issue Alternatively it may cause the other person involved in the conflict to reconsider his or her own course of action

CHECK YOUR FACTS

bull Do I have all the relevant information I need

bull Could I be jumping to conclusions

bull What data would be most impactful to my intended audience

bull How do I know what is objective fact and what are subjective assumptions

Take a breath before acting and then assess the situation Check your assumptions and then use fact-based data and logic to support your position Donrsquot assume that the other person already knows and has disregarded this information Understand their point of view even if you disagree Explain how your data can lead to a different outcome or conclusion By voicing your values using facts you will avoid unnecessarily emotional arguments that likely will place the other person on the defensive

GET OUTSIDE YOUR OWN HEAD

bull Who can I talk to about what Irsquom going through

bull How can I practice my approach

bull What objections will I likely encounter and how should I best respond

Identify people ndash your colleagues or leaders ndash with whom you feel comfortable discussing ideas and issuesBouncing ideas off an ally or a colleague will help you see the issue more clearly Talk to them about the conflict that you face Sometimes just talking over an issue helps you figure out how to handle it Also they may have experienced a similar situation Find out how they handled it A difficult conversation requires preparation Practicing what yoursquore going to say will help take the emotion outAsking for feedback will only help you be more effective

SEE THE BIGGER PICTURE

bull What are the things we can all agree on

bull What approach will bring the best outcome for all parties

Reframe the issue in a manner that shows the other person that your intent is not to question his or her integrity Rather you have a real concern that needs to be resolved for you to feel comfortable with the action you are being asked to take or with the situation in which you find yourself Your goal is seeking a resolution you both can feel comfortable with For example a potentially unethical action can be reframed to show how the action creates a risk that the other person would also want to avoid

1918

Should you be unable to resolve the issue using these techniques or in the event of a compliance breach you should report the violation to your manager Human Resources the Legal Department Security Internal Audit the Environment Safety and Health (ESH) or the Ethics Office

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources)Nickrsquos focus on his personal reputation clouded his ability to hear Liz and contributed to his inappropriate leadership behavior Lizrsquos persistence in breaking through to Nick especially after admitting her own misconduct reflected her skill in reframing the issue Dianarsquos employment could have been terminated

2120

CASE 1 ndash ITrsquoS JUST A PART NUMBER Key Issues Falsification of Records Leadership Interpersonal Skills Customer Relationships

NickProject Manager

LizTeam Member

DianaTeam Member

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why did I let myself be part of Dianarsquosscheme What more can I say to Nick to show him that delivering the aircraft with the noncorforming part is unacceptable

Why havenrsquot I spoken to Anthony Whyam I hesitant Can Diana explain why what she did would be acceptable

Why did I feel I was so right Why did I assume Nick was out of step with new ways of making fast decisionsWhy wouldnrsquot I considering the opinions of my team

Do I know the whole story What donrsquot I know that might impact my decision-making

Does Diana have any basis for insisting that the fuel hose swap is inconsequential

I could speak with engineering about how long it would take to verify the part Do I understand the consequences of installing a non-conforming part

Am I making assumptions abouthow Anthony might react if I tellhim the truth Do we know how the customer would react

Who can I speak with to help me see the issues more clearly

I could speak with one of Nickrsquos leaders and ask members of the other teams how they would handle a situation like this

I could talk with the other team leads in our program to bounce off ideas on how to best approach Anthony

I could talk with my former manager to get her take on this and how I should approach this situation

How can I reframe the issues so everyone can see the bigger picture

I could remind Nick of the reputational impacts to him Anthony and our team if and when the customer learns about the non-conforming part And there could be an even longer schedule delay to sort it out after the fact

I should speak with Diana and the team about how agility and avoiding gridlock cannot go so far as to violate policy

This isnrsquot a safety issue and flight opera-tions will not be impacted by replacing the part when it comes in Can we present this as a temporary fix to benefit the customer

Liz spoke up but she wavered Sheneeds to find a way to effectively com-municate with Nick about both the fuel hose and his need to be respectful in his interactions with the team

Given her role in the fuel hose swap and Nickrsquos display of anger Liz might be reluctant to be assertive with Nick

Nick should tell Anthony exactly whatrsquos going on as well as direct Diana to pull out the non-conforming fuel hose

Nick feels pressure as the other teams have already delivered He fears losing face with Anthony so he is starting to rationalize that Diana may be right - itrsquos just a technicality

Diana must take responsibility for what she did and ensure that the non-conforming fuel hose is removed

Diana might be making unfounded judgments about Nick and his team being too risk-averse She may also be a little too strident in her desire to make change happen

Repairs are behind schedule and Nick is under pressure to deliver the aircraft Just one unmarked part stands in the way

Code of Ethics and Business Conduct ndash Accurate Books and Records ndash Labor and Other Costs

CPS-564 Harassment-Free Workplace

What would you do if you were in this situation

Dianarsquos falsification of records must be reported

CLOSING REMARKS (See Page 32 for Additional Information and Resources)Not wanting to get involved is not an acceptable option when someonersquos health and possibly their life is at stake Each of them had a role to play in helping Miguel get through this crisis But we canrsquot forget that privacy is important too Andray needs to get guidance on what information is permissible to discuss and with whom And despite our empathy towards him Miguel will be held responsible for any mischarging 2322

CASE 2 ndash OPIOIDS AT WORK Key Issues Drug-Free Workplace Charging Practices Privacy

MiguelProject Manager

AndrayDirector

RyanColleague

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why havenrsquot I discussed Miguelrsquos return with him What support does Miguel need ndash I wonder who can help me HR

Am I being honest with myself Irsquove never gone through something like this before Who can I turn to for guidance Have I come back too early What options do I have for charging my time when I am not feeling well

Irsquom clearly not satisfied with Miguelrsquos answers How can I ask better questions

Do I know the whole story What donrsquot I know that might impact my decision-making

Miguel isnrsquot pulling his weight but I really donrsquot know why Is there a labor charging issue

What resources are available to Miguel Are there appropriate actions I can take

I donrsquot really know how my conditionimpacts my security clearance I need to check the policy documentation

Who can I speak with to help me see the issues more clearly

Andray is not thinking in terms of ldquohelp-ing Miguelrdquo - he just seems frustrated about the productivity HR could help facilitate a conversation with Miguel

I need to speak with HR or EAP to learn how to speak with Andray and Ryan about my challenges

I could speak with EAP or my HRBP and ask general questions about how to handle situations like this

How can I reframe the issues so everyone can see the bigger picture

I could first speak with Miguel privately to express my concern for him and then discuss the effect his performance is having on others in the team Miguel needs to be part of the solution

Why should I reframe if I donrsquot think I have a problem

I need to explain to Miguel that the company will provide resources to get the help he needs but hersquos compounding his troubles with mischarging time Thatrsquos reportable and could even lead to him losing his job

Andray has tunnel vision Hersquos focused on getting the work done and because he has always relied on Miguel it does not occur to him that Miguelrsquos performance could be related to substance abuse

Miguel needs to acknowledge that he needshelp He should contact the Employee Assistance Program (EAP) for help and have a conversation with HR or his supervisor Andray

Miguel is in denial He sees himself as a tough person who can just work through it and he is afraid he will lose his security clearance or his job

Ryan could contact Andray or HR to learn ways to help Miguel

Ryan doesnrsquot want to say anything that might hurt Miguel

Miguel returns to work after a car accident and is in denial about his addiction to painkillers

CRX-545 Drug-Free WorkplaceCRX-016 Privacy (US)Code of Ethics and Business Conduct ndash Labor and Other Costs Drug-Free Workplace

Report Violations Relevant Policies

What would you do if you were in this situation

If Andray reflected on the conversations he just had he might realize he needs to contact HR for help or have a private conversation with Miguel He should NOT have had that conversation in the hallway

Abusive use of legal drugs must be reported

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources)Karlrsquos frustration with Jon and Jonrsquos fear of postponing the demonstration hindered an open discussion of the risks of going forward Margaret attempted to find a solution and defuse the tension in the room

2524

CASE 3 ndash BADGE OF HONOR Key Issues Safety Program Integrity Customer Relationships

KarlSenior Engineer

MargaretDirector of Engineering

Given the situation what shouldeach of the characters do

What might be holding them backfrom doing the right thing

What questions should I be asking myself and others

Is there any way to modify the flight test plans to allow us to proceed but still ensure safety

Do I know the whole storyWhat donrsquot I know that mightimpact my decision-making

I need to learn more about the full extent of the customerrsquos requirements Is Jon right

Are there any alternative test approaches that might speed up diagnosing a problem

Who can I speak with to help me see the issues more clearly

I could speak with others on the team to help me better explain the risks and impacts to Jon and Margaret

I could talk with chief engineers on other programs about the situation as well as the customerrsquos engineering team

How can I reframe theissues so everyone can see the bigger picture

I need to show Jon that I am not attacking him personally but only sharing my experience and what I believe is best for the customer

Integrity is critical to maintaining trust with our customers How can we best convey the significance of Karlrsquos concern

Karl may be making incorrect assumptions about Jonrsquos experience keeping Karl from collaborating in addressing the issue

Margaret should have set expectations for respectful dialogue between Jon and Karl She should have picked up Karlrsquos badge and gone to speak with him

Margaret respects Karl but her assumptions about his ego may cause her to yield to pressure to not delay the demo

A high-profile flight demonstration has been scheduled when a problem arises with the generator oil system and Karl isnrsquot comfort-able signing off on the test results

CPS-001 Ethics and Business Conduct CPS-002 - Quality Mission Success and System Safety CPS-203 Employee CommunicationsCPS-070 Program Management Policies

Although there may not be a violation requiring reporting there are always multiple paths available for discussing any concerns (eg Ethics ESH HR GDampI security internal audit)

Jon should resist jumping to conclusions about Karlrsquos motivation He can seek to fully understand the issues while also acknowledging Karlrsquos expertise

Being new Jon may have been overly focused on not failing and may have made assumptions about jeopardizing his career

Margaret demonstrated this technique when she asked how the fuel could have leaked into the oil system - trying to help further diagnose the problem

What would you do if you were in this situation

JonProgram Manager

How can I explain my reasoning to Karl without making the issue feel so personal

I could speak with my customer counterpart about the issue - both for informational purposes and for any suggestions

I could explain to Karl that nobody wants to take unacceptable risks But that doesnrsquot mean there isnrsquot a valid discussion to have as to what is acceptable

I could ask Karl to explain in more detail what he has seen before on similar systems

Karl should better detail why he is concerned instead of insisting that Margaret trust his intuition

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Samantha had many opportunities to correct the situation but she ignored clear signs that even Amy could see We are all vulnerable to the same biases and therefore should all be open to probing ques-tions no matter from where they come Matt rationalized using loyalty points and falsifying expense re-ports for years as a result his employment was terminated Samantha was blinded by her long-stand-ing working relationship with Matt and received a written reprimand for dismissing Amyrsquos concerns 2726

CASE 4 ndash TRUST BUT VERIFY Key Issues Conflicts of Interest Business Courtesies Leadership Interpersonal Skills Expense Reporting Fraud

SamanthaVice President

MattExecutive Assistant

AmyTeam Member

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why am I protecting Matt even at the expense of policy violations I need to meet with him as soon as possible and ask some tough questions

Do I know the whole story What donrsquot I know that might impact my decision-making

What do our policies say about loyalty points

I am not providing effective oversight I donrsquot know how much misconduct Matt committed I need to request a thorough audit of Mattrsquos expenses

Who can I speak with to help me see the issues more clearly

I donrsquot know if I would listen to anybody at this point

I should speak with my Ethics Officer to better understand all of the issues at stake

I need to speak with my direct supervisor about this

How can I reframe the issues so everyone can see the bigger picture

If I were Matt reframing wouldnrsquot make sense here I already crossed the line

I can speak with Amy and commend her for doing whatrsquos right

I would like to share that as a new team member I want to assume that we all follow the policies

Samantha needs to take action She should thank Amy and then follow up on her concerns as well as contact Travel Audit to review Mattrsquos and her own expense records

Because of her reliance on Matt her sympathy towards his situation and her VIP treat-ment at the conference center Samantha is biased in assessing Mattrsquos actions leading to a conflict of interest

Even though shersquos new Amy shouldtake action by talking with her immedi-ate supervisor

Amy may not fully understand Lockheed Mar-tinrsquos culture of integrity Instead shersquos been shut down by two people in her department one of whom is the VP so she may be ques-tioning whether she is in the right or wrong

Samantha relies so heavily on Matt for support that she is in denial of serious issues of financial mismanagement

CRX-014 Individual Conflicts of InterestCPS-008 Gifts Hospitality Other Business Courtesies

CRX-326 Business Meetings Events and Entertainment

Mattrsquos mischarging and abuse of the Gifts policy must be reported

Matt needs to be honest with Samantha and tell her what hersquos done

Once Matt crossed the line he finds it easier to keep rationalizing his actions Hersquos convinced himself that hersquos entitled to the loyalty points and as long as he pays back the expenses personal use of the company card is ok

Why havenrsquot I learned from my past experiences How can I make it right Have I been fair to Samantha who has been trying to help me

Who else can I talk to about this Is it ever OK to keep loyalty points I should check with my Ethics Officer

What would you do if you were in this situation

What do the policies say Do I understand the consequences of my actions for me and for Samantha

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) We need to be very mindful of our words to ensure that collaboration tools donrsquot become collaboration weapons Dave as well as Roxie and Lauren needed to focus on their individual responsibility for their actions or inaction For their own reasons all three members of the team let biases and assumptions guide their decision-making For Lauren her failure to act as a leader had significant consequences

2928

CASE 5 ndash JUST SLACK OFF (REQUIRED) Key Issues Racial Discrimination and Harassment Misuse of Collaboration Tools Leadership Failure to Act Charging Practices

DaveEngineer

RoxieEngineer

LaurenManager

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Do I really understand why I wasnrsquot promoted Why does Roxie think what I said could be considered racist language

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to check to see what policies there are defining harassment discrimination and how to handle any inappropriate online comments

Do I even know what is deemed acceptable and unacceptable language I better go back and read every post I also need to learn more about the possible time mischarging

Do I have any development needs of which I am not aware Do I know for a fact that James wasnrsquot qualified for the promotion or am I just making assumptions

Who can I speak with to help me see the issues more clearly

I could discuss this issue with my GDampI representative to help develop a better strategy for confronting offensive language

I am obviously not connecting with Roxie Who can I speak with to help me have a constructive conversation about these issues

I would need to start with some basic diversity and inclusion training before I would be able to reframe the issue

I could request guidance on how to address these behaviors from my HR Business Partner and our businessarearsquos GDampI leader

How can I reframe the issues so everyone can see the bigger picture

I know James is on the team Slack channel I could ask Lauren if she realizes the impact this is having on James And what if the customer hears about this

I need to show that the issue is not about James but is about how we work together as a team with mutual respect in a harassment-free work environment

Dave should seek a constructive way to handle his disappointment recognizing the destructive consequences of his words and actions

Dave is not open to seeing how he isnrsquot a victim and how his words are offensive

Lauren needs to assert a leadership role to restore respect and to take appropriate action when a team member expresses concern about the behavior of another

Lauren may be conflict adverse and hoping that she can skirt past the issue instead of taking action

The powerful collaboration tools at our disposal can be abused There are times when someone who wouldnrsquot use discriminatory and offensive language out loud will be less thoughtful when they are online

CPS-003 Nondiscrimination and Equal Employment Opportunity CRX-253 Social Media CMS-505 Direct charging

CPS-564 Harassment Free Workplace CPS-001 Ethics and Business Conduct CPS-203 Employee Communications

Roxie should continue to seek help in addressing her concerns and should not feel obligated to engage in online debate

Roxie may think that her defense of James justifies any action she takes

If I separate out the offensive language what are Daversquos real concerns How do I encourage Dave to raise those concerns with Lauren

Am I using Jamesrsquo promotion as an excuse to avoid difficult conversations Do I really understand why Roxie is so upset

What would you do if you were in this situation

Daversquos and other team membersrsquo offensive posts should be reported

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Short-sighted behavior took over everyonersquos thinking In the rush for personal gain Joseph and Dan-ielle risked jeopardizing the business relationship between Base5 and Lockheed Martin Joseph was ldquodisrespectfulrdquo in his relationship with Troy but she was not able to manage the situation Josephrsquos two-week suspension without pay was a discipline In most instances Josephrsquos employment would have been terminated for sharing a competitorrsquos pricing data with another supplier 3130

CASE 6 ndash NO CONFLICT HERE FOLKS Key Issues Conflicts of Interest Sensitive Information

TroyProject Manager

JosephEngineer

DanielleSupplier

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why wasnrsquot I more firm with Joseph about the conflict of interest disclosure when he first approached me What exactly is the nature of Josephrsquos relationship with Danielle and Base5

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to learn more about whatrsquos going on with Base5 I also need to review my restric-tions on releasing confidential information as well as my obligation to disclose even potential conflicts of interest

I should check both my post-employment agreement with the company as well as Base5rsquos policy on proprietary information Itrsquos too late now though I should have done that BEFORE I got the data from Joseph

I should refresh my understanding of the policy on sharing proprietary information

Who can I speak with to help me see the issues more clearly

I could schedule some time with Troy to talk about my career path maybe even ask about an internal mentoror meet with my HR Business Partner for development advice

At this point I donrsquot think I can reframe Sometimes there isnrsquot a way to reframe the issue if someone like Danielle has so clearly and willfully crossed the line

I need to speak with a colleague Legal or Ethics to identify all of the issues and what to do next

I need to speak with some of my colleagues at Base5 to get a reality check on expectations

How can I reframe the issues so everyone can see the bigger picture

I need to work with Joseph to help him understand the damage he caused and that his leadership growth depends on his ability to see the bigger picture

Troy should immediately report Joesphrsquos information sharing to Legal and speak to her leadership about the relationship with Base5

Embarrassed by her lack of oversight for Joseph Troy may be hesitant to take full responsibility for the issue

Danielle should speak with her new leadership andor the Legal department at Base5 to disclose her relationship with Joseph

Daniellersquos desire to win the business is leading her to rationalize putting Joseph in a compromising position and using him to obtain information she knows she should not have

In his drive to advance professionally Joseph forgets his obligation to protect proprietary information

Code of Ethics and Business Conduct ndash Sensitive InformationCRX-014 Individual Conflicts of InterestCRX-015 Protection of Sensitive Information

Joseph should come clean with Troy about his relationship with Danielle and Base5 and disclose what documentation he shared with her as well as his potential conflict of interest

Joseph dug himself in a deep hole He may feel too embarrassed to admit he is in over his head

In my current role how can I develop my abilities toward my goal of program man-agement Are there any limitations to my working with Danielle as a mentor Why is Danielle so eager to help me

Am I jeopardizing Base5rsquos relationship with Lockheed Martin I really do think Joseph has tremendous potential - am I jeopardizing his career as well as my own

What would you do if you were in this situation

Josephrsquos failure to protect sensitive information as well as his conflict of interest should be reported

Case 5Slack posts must adhere to Lockheed Martin policies

bull Remember to keep it respectful professional and in line with Lockheed Martinrsquos values CPS-001 Ethics and Business Conduct and our Code of Conduct) on page 32 and 33bull Disrespectful offensive or harassing content including posts memes linked content or graphics to included channels and content in violation of Lockheed Martin policies will not be toleratedbull Be mindful of your use of Lockheed Martin computing assets and the time you spend for non-work purposes non-work use should be limited to a reasonable duration and frequency Time should be accurately recorded See CPS-007 Personal Use of Lockheed Martin Assets for further guidancebull If you want to report a post identify the misconduct (ie violation of policy etc) and follow the instructions on how to flag an inappropriate comment using the Report as Inappropriate app An appropriate functional representative will be notified and appropriate action will be taken bull The Ethics Office produced a video on Respectfully Using Collaboration Tools

Support a Safe Inclusive Environment In and Out of the Workplacebull Remain committed to CPS-003 Non-Discrimination Equal Employment Opportunity policy which ensures equal employment and treatment without regard to race ethnicity religion veteran status sexual orientation gender identity or expression and other factors This includes recruitment and aspects of employment such as promotions compensation and training Ensuring equal opportunity for all employees is critical to maintaining an inclusive work environmentbull Take action to intervene when behavior occurs that goes against our commitment to maintain a professional work environment that is free from harassment threats and acts of violence Examples of unacceptable conduct may range from inappropriate language to bullying to abusive or intimidating acts Review CPS-564 Harassment-Free Workplace and CRX-053 Workplace Security for additional informationbull Be prepared to share your concerns early with EEO Investigations eeo-investigationslmlmcocom your leader HR Business Partner and Global Diversity and Inclusion You can also email or call Ethics at 800-LM-ETHIC (800-563-8442) or 800-441-7457 (for the hearing or speech impaired)

Case 6There are numerous resources for employees looking for more information on issues relating to sensitive informationLockheed Martinrsquos Counterintelligence Operations amp Corporate Investigations -httpseo-sharepointexternallmcocomsitesConnectSecurityWebindexhtmlcoiCounterintelligenceLockheed Martin Counterintelligence Operations Slack Channel-lm-counterintelligence httpslockheedmartinslackcomarchivesC0135UWJ891FBI Economic Counterintelligence Awareness -httpswwwfbigovinvestigatecounterintelligenceDirector of National Intelligence Counterintelligence Awareness -httpswwwdnigovindexphpncsc-how-we-workncsc-know-the-risk-raise-your-shieldncsc-awareness-materialsLockheed Martinrsquos Corporate Information Security Cyber Crossroads Sensitive Information Quick Reference Guide -httpseo-sharepoint-restrictedexternallmcocomsitesICampaignCybersecurityTutorialsSensitive_Info_Quick_Ref_Guidepdf

Additional Information and Resources Along with the Closing Remarks in each case summary the details below may be useful in a brief wrap-up discussion after the closing video

Case 1Thanks to the team at Sikorsky Australia for their subject matter guidance

Case 2bull Behaviors at work that may indicate impairment from drugs may include arriving late and leaving work early commonly appearing drowsy at work taking longer time than normal to accomplish tasks and making unexplained work errorsbull Although private health matters are a personal issue when a medical condition adversely affects work performance it is the responsibility of the employer to address it Addiction is not just based on physical dependence on a substance One of the criteria for diagnosis is ldquofailure to fulfill major role obligations at work school or homerdquoLockheed Martin offers the services of the Guidance Resources Employee Assistance Program

84488069143125950074 (expats)8006970353 (TDD)247 access

Guidanceresourcescom Username LockheedMartinPassword Employee1

In addition SAMHSA has a national substance abuse hotline that may be a useful resource httpswwwsamhsagovfind-helpnational-helpline

Case 3There are many examples of Lockheed Martin employees stepping up and doing the right thing even when the pressure is great Annually one such employee is recognized with the NOVA Award for Ethics a prestigious award that recognizes a Lockheed Martin employee for extraordinary actions or behavior that exemplify the Corporationrsquos commitment to ldquosetting the standardrdquo for ethical business conduct and integrityWhile Karlrsquos commitment to doing whatrsquos right was commendable his slamming his badge on the table was not He would likely be counseled on this behaviorhttpsethicscorplmcocomNova_Award

Case 4 Section 46 of CRX-326 Business Meetings Events and Entertainment statesEvent arrangers must not accept supplier incentives such as meeting planner points but may keep frequent flyerguest milespoints that they incur in the course of related travel

See CPS-008 Gifts amp Business Courtesies

3332

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources)Nickrsquos focus on his personal reputation clouded his ability to hear Liz and contributed to his inappropriate leadership behavior Lizrsquos persistence in breaking through to Nick especially after admitting her own misconduct reflected her skill in reframing the issue Dianarsquos employment could have been terminated

2120

CASE 1 ndash ITrsquoS JUST A PART NUMBER Key Issues Falsification of Records Leadership Interpersonal Skills Customer Relationships

NickProject Manager

LizTeam Member

DianaTeam Member

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why did I let myself be part of Dianarsquosscheme What more can I say to Nick to show him that delivering the aircraft with the noncorforming part is unacceptable

Why havenrsquot I spoken to Anthony Whyam I hesitant Can Diana explain why what she did would be acceptable

Why did I feel I was so right Why did I assume Nick was out of step with new ways of making fast decisionsWhy wouldnrsquot I considering the opinions of my team

Do I know the whole story What donrsquot I know that might impact my decision-making

Does Diana have any basis for insisting that the fuel hose swap is inconsequential

I could speak with engineering about how long it would take to verify the part Do I understand the consequences of installing a non-conforming part

Am I making assumptions abouthow Anthony might react if I tellhim the truth Do we know how the customer would react

Who can I speak with to help me see the issues more clearly

I could speak with one of Nickrsquos leaders and ask members of the other teams how they would handle a situation like this

I could talk with the other team leads in our program to bounce off ideas on how to best approach Anthony

I could talk with my former manager to get her take on this and how I should approach this situation

How can I reframe the issues so everyone can see the bigger picture

I could remind Nick of the reputational impacts to him Anthony and our team if and when the customer learns about the non-conforming part And there could be an even longer schedule delay to sort it out after the fact

I should speak with Diana and the team about how agility and avoiding gridlock cannot go so far as to violate policy

This isnrsquot a safety issue and flight opera-tions will not be impacted by replacing the part when it comes in Can we present this as a temporary fix to benefit the customer

Liz spoke up but she wavered Sheneeds to find a way to effectively com-municate with Nick about both the fuel hose and his need to be respectful in his interactions with the team

Given her role in the fuel hose swap and Nickrsquos display of anger Liz might be reluctant to be assertive with Nick

Nick should tell Anthony exactly whatrsquos going on as well as direct Diana to pull out the non-conforming fuel hose

Nick feels pressure as the other teams have already delivered He fears losing face with Anthony so he is starting to rationalize that Diana may be right - itrsquos just a technicality

Diana must take responsibility for what she did and ensure that the non-conforming fuel hose is removed

Diana might be making unfounded judgments about Nick and his team being too risk-averse She may also be a little too strident in her desire to make change happen

Repairs are behind schedule and Nick is under pressure to deliver the aircraft Just one unmarked part stands in the way

Code of Ethics and Business Conduct ndash Accurate Books and Records ndash Labor and Other Costs

CPS-564 Harassment-Free Workplace

What would you do if you were in this situation

Dianarsquos falsification of records must be reported

CLOSING REMARKS (See Page 32 for Additional Information and Resources)Not wanting to get involved is not an acceptable option when someonersquos health and possibly their life is at stake Each of them had a role to play in helping Miguel get through this crisis But we canrsquot forget that privacy is important too Andray needs to get guidance on what information is permissible to discuss and with whom And despite our empathy towards him Miguel will be held responsible for any mischarging 2322

CASE 2 ndash OPIOIDS AT WORK Key Issues Drug-Free Workplace Charging Practices Privacy

MiguelProject Manager

AndrayDirector

RyanColleague

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why havenrsquot I discussed Miguelrsquos return with him What support does Miguel need ndash I wonder who can help me HR

Am I being honest with myself Irsquove never gone through something like this before Who can I turn to for guidance Have I come back too early What options do I have for charging my time when I am not feeling well

Irsquom clearly not satisfied with Miguelrsquos answers How can I ask better questions

Do I know the whole story What donrsquot I know that might impact my decision-making

Miguel isnrsquot pulling his weight but I really donrsquot know why Is there a labor charging issue

What resources are available to Miguel Are there appropriate actions I can take

I donrsquot really know how my conditionimpacts my security clearance I need to check the policy documentation

Who can I speak with to help me see the issues more clearly

Andray is not thinking in terms of ldquohelp-ing Miguelrdquo - he just seems frustrated about the productivity HR could help facilitate a conversation with Miguel

I need to speak with HR or EAP to learn how to speak with Andray and Ryan about my challenges

I could speak with EAP or my HRBP and ask general questions about how to handle situations like this

How can I reframe the issues so everyone can see the bigger picture

I could first speak with Miguel privately to express my concern for him and then discuss the effect his performance is having on others in the team Miguel needs to be part of the solution

Why should I reframe if I donrsquot think I have a problem

I need to explain to Miguel that the company will provide resources to get the help he needs but hersquos compounding his troubles with mischarging time Thatrsquos reportable and could even lead to him losing his job

Andray has tunnel vision Hersquos focused on getting the work done and because he has always relied on Miguel it does not occur to him that Miguelrsquos performance could be related to substance abuse

Miguel needs to acknowledge that he needshelp He should contact the Employee Assistance Program (EAP) for help and have a conversation with HR or his supervisor Andray

Miguel is in denial He sees himself as a tough person who can just work through it and he is afraid he will lose his security clearance or his job

Ryan could contact Andray or HR to learn ways to help Miguel

Ryan doesnrsquot want to say anything that might hurt Miguel

Miguel returns to work after a car accident and is in denial about his addiction to painkillers

CRX-545 Drug-Free WorkplaceCRX-016 Privacy (US)Code of Ethics and Business Conduct ndash Labor and Other Costs Drug-Free Workplace

Report Violations Relevant Policies

What would you do if you were in this situation

If Andray reflected on the conversations he just had he might realize he needs to contact HR for help or have a private conversation with Miguel He should NOT have had that conversation in the hallway

Abusive use of legal drugs must be reported

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources)Karlrsquos frustration with Jon and Jonrsquos fear of postponing the demonstration hindered an open discussion of the risks of going forward Margaret attempted to find a solution and defuse the tension in the room

2524

CASE 3 ndash BADGE OF HONOR Key Issues Safety Program Integrity Customer Relationships

KarlSenior Engineer

MargaretDirector of Engineering

Given the situation what shouldeach of the characters do

What might be holding them backfrom doing the right thing

What questions should I be asking myself and others

Is there any way to modify the flight test plans to allow us to proceed but still ensure safety

Do I know the whole storyWhat donrsquot I know that mightimpact my decision-making

I need to learn more about the full extent of the customerrsquos requirements Is Jon right

Are there any alternative test approaches that might speed up diagnosing a problem

Who can I speak with to help me see the issues more clearly

I could speak with others on the team to help me better explain the risks and impacts to Jon and Margaret

I could talk with chief engineers on other programs about the situation as well as the customerrsquos engineering team

How can I reframe theissues so everyone can see the bigger picture

I need to show Jon that I am not attacking him personally but only sharing my experience and what I believe is best for the customer

Integrity is critical to maintaining trust with our customers How can we best convey the significance of Karlrsquos concern

Karl may be making incorrect assumptions about Jonrsquos experience keeping Karl from collaborating in addressing the issue

Margaret should have set expectations for respectful dialogue between Jon and Karl She should have picked up Karlrsquos badge and gone to speak with him

Margaret respects Karl but her assumptions about his ego may cause her to yield to pressure to not delay the demo

A high-profile flight demonstration has been scheduled when a problem arises with the generator oil system and Karl isnrsquot comfort-able signing off on the test results

CPS-001 Ethics and Business Conduct CPS-002 - Quality Mission Success and System Safety CPS-203 Employee CommunicationsCPS-070 Program Management Policies

Although there may not be a violation requiring reporting there are always multiple paths available for discussing any concerns (eg Ethics ESH HR GDampI security internal audit)

Jon should resist jumping to conclusions about Karlrsquos motivation He can seek to fully understand the issues while also acknowledging Karlrsquos expertise

Being new Jon may have been overly focused on not failing and may have made assumptions about jeopardizing his career

Margaret demonstrated this technique when she asked how the fuel could have leaked into the oil system - trying to help further diagnose the problem

What would you do if you were in this situation

JonProgram Manager

How can I explain my reasoning to Karl without making the issue feel so personal

I could speak with my customer counterpart about the issue - both for informational purposes and for any suggestions

I could explain to Karl that nobody wants to take unacceptable risks But that doesnrsquot mean there isnrsquot a valid discussion to have as to what is acceptable

I could ask Karl to explain in more detail what he has seen before on similar systems

Karl should better detail why he is concerned instead of insisting that Margaret trust his intuition

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Samantha had many opportunities to correct the situation but she ignored clear signs that even Amy could see We are all vulnerable to the same biases and therefore should all be open to probing ques-tions no matter from where they come Matt rationalized using loyalty points and falsifying expense re-ports for years as a result his employment was terminated Samantha was blinded by her long-stand-ing working relationship with Matt and received a written reprimand for dismissing Amyrsquos concerns 2726

CASE 4 ndash TRUST BUT VERIFY Key Issues Conflicts of Interest Business Courtesies Leadership Interpersonal Skills Expense Reporting Fraud

SamanthaVice President

MattExecutive Assistant

AmyTeam Member

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why am I protecting Matt even at the expense of policy violations I need to meet with him as soon as possible and ask some tough questions

Do I know the whole story What donrsquot I know that might impact my decision-making

What do our policies say about loyalty points

I am not providing effective oversight I donrsquot know how much misconduct Matt committed I need to request a thorough audit of Mattrsquos expenses

Who can I speak with to help me see the issues more clearly

I donrsquot know if I would listen to anybody at this point

I should speak with my Ethics Officer to better understand all of the issues at stake

I need to speak with my direct supervisor about this

How can I reframe the issues so everyone can see the bigger picture

If I were Matt reframing wouldnrsquot make sense here I already crossed the line

I can speak with Amy and commend her for doing whatrsquos right

I would like to share that as a new team member I want to assume that we all follow the policies

Samantha needs to take action She should thank Amy and then follow up on her concerns as well as contact Travel Audit to review Mattrsquos and her own expense records

Because of her reliance on Matt her sympathy towards his situation and her VIP treat-ment at the conference center Samantha is biased in assessing Mattrsquos actions leading to a conflict of interest

Even though shersquos new Amy shouldtake action by talking with her immedi-ate supervisor

Amy may not fully understand Lockheed Mar-tinrsquos culture of integrity Instead shersquos been shut down by two people in her department one of whom is the VP so she may be ques-tioning whether she is in the right or wrong

Samantha relies so heavily on Matt for support that she is in denial of serious issues of financial mismanagement

CRX-014 Individual Conflicts of InterestCPS-008 Gifts Hospitality Other Business Courtesies

CRX-326 Business Meetings Events and Entertainment

Mattrsquos mischarging and abuse of the Gifts policy must be reported

Matt needs to be honest with Samantha and tell her what hersquos done

Once Matt crossed the line he finds it easier to keep rationalizing his actions Hersquos convinced himself that hersquos entitled to the loyalty points and as long as he pays back the expenses personal use of the company card is ok

Why havenrsquot I learned from my past experiences How can I make it right Have I been fair to Samantha who has been trying to help me

Who else can I talk to about this Is it ever OK to keep loyalty points I should check with my Ethics Officer

What would you do if you were in this situation

What do the policies say Do I understand the consequences of my actions for me and for Samantha

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) We need to be very mindful of our words to ensure that collaboration tools donrsquot become collaboration weapons Dave as well as Roxie and Lauren needed to focus on their individual responsibility for their actions or inaction For their own reasons all three members of the team let biases and assumptions guide their decision-making For Lauren her failure to act as a leader had significant consequences

2928

CASE 5 ndash JUST SLACK OFF (REQUIRED) Key Issues Racial Discrimination and Harassment Misuse of Collaboration Tools Leadership Failure to Act Charging Practices

DaveEngineer

RoxieEngineer

LaurenManager

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Do I really understand why I wasnrsquot promoted Why does Roxie think what I said could be considered racist language

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to check to see what policies there are defining harassment discrimination and how to handle any inappropriate online comments

Do I even know what is deemed acceptable and unacceptable language I better go back and read every post I also need to learn more about the possible time mischarging

Do I have any development needs of which I am not aware Do I know for a fact that James wasnrsquot qualified for the promotion or am I just making assumptions

Who can I speak with to help me see the issues more clearly

I could discuss this issue with my GDampI representative to help develop a better strategy for confronting offensive language

I am obviously not connecting with Roxie Who can I speak with to help me have a constructive conversation about these issues

I would need to start with some basic diversity and inclusion training before I would be able to reframe the issue

I could request guidance on how to address these behaviors from my HR Business Partner and our businessarearsquos GDampI leader

How can I reframe the issues so everyone can see the bigger picture

I know James is on the team Slack channel I could ask Lauren if she realizes the impact this is having on James And what if the customer hears about this

I need to show that the issue is not about James but is about how we work together as a team with mutual respect in a harassment-free work environment

Dave should seek a constructive way to handle his disappointment recognizing the destructive consequences of his words and actions

Dave is not open to seeing how he isnrsquot a victim and how his words are offensive

Lauren needs to assert a leadership role to restore respect and to take appropriate action when a team member expresses concern about the behavior of another

Lauren may be conflict adverse and hoping that she can skirt past the issue instead of taking action

The powerful collaboration tools at our disposal can be abused There are times when someone who wouldnrsquot use discriminatory and offensive language out loud will be less thoughtful when they are online

CPS-003 Nondiscrimination and Equal Employment Opportunity CRX-253 Social Media CMS-505 Direct charging

CPS-564 Harassment Free Workplace CPS-001 Ethics and Business Conduct CPS-203 Employee Communications

Roxie should continue to seek help in addressing her concerns and should not feel obligated to engage in online debate

Roxie may think that her defense of James justifies any action she takes

If I separate out the offensive language what are Daversquos real concerns How do I encourage Dave to raise those concerns with Lauren

Am I using Jamesrsquo promotion as an excuse to avoid difficult conversations Do I really understand why Roxie is so upset

What would you do if you were in this situation

Daversquos and other team membersrsquo offensive posts should be reported

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Short-sighted behavior took over everyonersquos thinking In the rush for personal gain Joseph and Dan-ielle risked jeopardizing the business relationship between Base5 and Lockheed Martin Joseph was ldquodisrespectfulrdquo in his relationship with Troy but she was not able to manage the situation Josephrsquos two-week suspension without pay was a discipline In most instances Josephrsquos employment would have been terminated for sharing a competitorrsquos pricing data with another supplier 3130

CASE 6 ndash NO CONFLICT HERE FOLKS Key Issues Conflicts of Interest Sensitive Information

TroyProject Manager

JosephEngineer

DanielleSupplier

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why wasnrsquot I more firm with Joseph about the conflict of interest disclosure when he first approached me What exactly is the nature of Josephrsquos relationship with Danielle and Base5

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to learn more about whatrsquos going on with Base5 I also need to review my restric-tions on releasing confidential information as well as my obligation to disclose even potential conflicts of interest

I should check both my post-employment agreement with the company as well as Base5rsquos policy on proprietary information Itrsquos too late now though I should have done that BEFORE I got the data from Joseph

I should refresh my understanding of the policy on sharing proprietary information

Who can I speak with to help me see the issues more clearly

I could schedule some time with Troy to talk about my career path maybe even ask about an internal mentoror meet with my HR Business Partner for development advice

At this point I donrsquot think I can reframe Sometimes there isnrsquot a way to reframe the issue if someone like Danielle has so clearly and willfully crossed the line

I need to speak with a colleague Legal or Ethics to identify all of the issues and what to do next

I need to speak with some of my colleagues at Base5 to get a reality check on expectations

How can I reframe the issues so everyone can see the bigger picture

I need to work with Joseph to help him understand the damage he caused and that his leadership growth depends on his ability to see the bigger picture

Troy should immediately report Joesphrsquos information sharing to Legal and speak to her leadership about the relationship with Base5

Embarrassed by her lack of oversight for Joseph Troy may be hesitant to take full responsibility for the issue

Danielle should speak with her new leadership andor the Legal department at Base5 to disclose her relationship with Joseph

Daniellersquos desire to win the business is leading her to rationalize putting Joseph in a compromising position and using him to obtain information she knows she should not have

In his drive to advance professionally Joseph forgets his obligation to protect proprietary information

Code of Ethics and Business Conduct ndash Sensitive InformationCRX-014 Individual Conflicts of InterestCRX-015 Protection of Sensitive Information

Joseph should come clean with Troy about his relationship with Danielle and Base5 and disclose what documentation he shared with her as well as his potential conflict of interest

Joseph dug himself in a deep hole He may feel too embarrassed to admit he is in over his head

In my current role how can I develop my abilities toward my goal of program man-agement Are there any limitations to my working with Danielle as a mentor Why is Danielle so eager to help me

Am I jeopardizing Base5rsquos relationship with Lockheed Martin I really do think Joseph has tremendous potential - am I jeopardizing his career as well as my own

What would you do if you were in this situation

Josephrsquos failure to protect sensitive information as well as his conflict of interest should be reported

Case 5Slack posts must adhere to Lockheed Martin policies

bull Remember to keep it respectful professional and in line with Lockheed Martinrsquos values CPS-001 Ethics and Business Conduct and our Code of Conduct) on page 32 and 33bull Disrespectful offensive or harassing content including posts memes linked content or graphics to included channels and content in violation of Lockheed Martin policies will not be toleratedbull Be mindful of your use of Lockheed Martin computing assets and the time you spend for non-work purposes non-work use should be limited to a reasonable duration and frequency Time should be accurately recorded See CPS-007 Personal Use of Lockheed Martin Assets for further guidancebull If you want to report a post identify the misconduct (ie violation of policy etc) and follow the instructions on how to flag an inappropriate comment using the Report as Inappropriate app An appropriate functional representative will be notified and appropriate action will be taken bull The Ethics Office produced a video on Respectfully Using Collaboration Tools

Support a Safe Inclusive Environment In and Out of the Workplacebull Remain committed to CPS-003 Non-Discrimination Equal Employment Opportunity policy which ensures equal employment and treatment without regard to race ethnicity religion veteran status sexual orientation gender identity or expression and other factors This includes recruitment and aspects of employment such as promotions compensation and training Ensuring equal opportunity for all employees is critical to maintaining an inclusive work environmentbull Take action to intervene when behavior occurs that goes against our commitment to maintain a professional work environment that is free from harassment threats and acts of violence Examples of unacceptable conduct may range from inappropriate language to bullying to abusive or intimidating acts Review CPS-564 Harassment-Free Workplace and CRX-053 Workplace Security for additional informationbull Be prepared to share your concerns early with EEO Investigations eeo-investigationslmlmcocom your leader HR Business Partner and Global Diversity and Inclusion You can also email or call Ethics at 800-LM-ETHIC (800-563-8442) or 800-441-7457 (for the hearing or speech impaired)

Case 6There are numerous resources for employees looking for more information on issues relating to sensitive informationLockheed Martinrsquos Counterintelligence Operations amp Corporate Investigations -httpseo-sharepointexternallmcocomsitesConnectSecurityWebindexhtmlcoiCounterintelligenceLockheed Martin Counterintelligence Operations Slack Channel-lm-counterintelligence httpslockheedmartinslackcomarchivesC0135UWJ891FBI Economic Counterintelligence Awareness -httpswwwfbigovinvestigatecounterintelligenceDirector of National Intelligence Counterintelligence Awareness -httpswwwdnigovindexphpncsc-how-we-workncsc-know-the-risk-raise-your-shieldncsc-awareness-materialsLockheed Martinrsquos Corporate Information Security Cyber Crossroads Sensitive Information Quick Reference Guide -httpseo-sharepoint-restrictedexternallmcocomsitesICampaignCybersecurityTutorialsSensitive_Info_Quick_Ref_Guidepdf

Additional Information and Resources Along with the Closing Remarks in each case summary the details below may be useful in a brief wrap-up discussion after the closing video

Case 1Thanks to the team at Sikorsky Australia for their subject matter guidance

Case 2bull Behaviors at work that may indicate impairment from drugs may include arriving late and leaving work early commonly appearing drowsy at work taking longer time than normal to accomplish tasks and making unexplained work errorsbull Although private health matters are a personal issue when a medical condition adversely affects work performance it is the responsibility of the employer to address it Addiction is not just based on physical dependence on a substance One of the criteria for diagnosis is ldquofailure to fulfill major role obligations at work school or homerdquoLockheed Martin offers the services of the Guidance Resources Employee Assistance Program

84488069143125950074 (expats)8006970353 (TDD)247 access

Guidanceresourcescom Username LockheedMartinPassword Employee1

In addition SAMHSA has a national substance abuse hotline that may be a useful resource httpswwwsamhsagovfind-helpnational-helpline

Case 3There are many examples of Lockheed Martin employees stepping up and doing the right thing even when the pressure is great Annually one such employee is recognized with the NOVA Award for Ethics a prestigious award that recognizes a Lockheed Martin employee for extraordinary actions or behavior that exemplify the Corporationrsquos commitment to ldquosetting the standardrdquo for ethical business conduct and integrityWhile Karlrsquos commitment to doing whatrsquos right was commendable his slamming his badge on the table was not He would likely be counseled on this behaviorhttpsethicscorplmcocomNova_Award

Case 4 Section 46 of CRX-326 Business Meetings Events and Entertainment statesEvent arrangers must not accept supplier incentives such as meeting planner points but may keep frequent flyerguest milespoints that they incur in the course of related travel

See CPS-008 Gifts amp Business Courtesies

3332

CLOSING REMARKS (See Page 32 for Additional Information and Resources)Not wanting to get involved is not an acceptable option when someonersquos health and possibly their life is at stake Each of them had a role to play in helping Miguel get through this crisis But we canrsquot forget that privacy is important too Andray needs to get guidance on what information is permissible to discuss and with whom And despite our empathy towards him Miguel will be held responsible for any mischarging 2322

CASE 2 ndash OPIOIDS AT WORK Key Issues Drug-Free Workplace Charging Practices Privacy

MiguelProject Manager

AndrayDirector

RyanColleague

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why havenrsquot I discussed Miguelrsquos return with him What support does Miguel need ndash I wonder who can help me HR

Am I being honest with myself Irsquove never gone through something like this before Who can I turn to for guidance Have I come back too early What options do I have for charging my time when I am not feeling well

Irsquom clearly not satisfied with Miguelrsquos answers How can I ask better questions

Do I know the whole story What donrsquot I know that might impact my decision-making

Miguel isnrsquot pulling his weight but I really donrsquot know why Is there a labor charging issue

What resources are available to Miguel Are there appropriate actions I can take

I donrsquot really know how my conditionimpacts my security clearance I need to check the policy documentation

Who can I speak with to help me see the issues more clearly

Andray is not thinking in terms of ldquohelp-ing Miguelrdquo - he just seems frustrated about the productivity HR could help facilitate a conversation with Miguel

I need to speak with HR or EAP to learn how to speak with Andray and Ryan about my challenges

I could speak with EAP or my HRBP and ask general questions about how to handle situations like this

How can I reframe the issues so everyone can see the bigger picture

I could first speak with Miguel privately to express my concern for him and then discuss the effect his performance is having on others in the team Miguel needs to be part of the solution

Why should I reframe if I donrsquot think I have a problem

I need to explain to Miguel that the company will provide resources to get the help he needs but hersquos compounding his troubles with mischarging time Thatrsquos reportable and could even lead to him losing his job

Andray has tunnel vision Hersquos focused on getting the work done and because he has always relied on Miguel it does not occur to him that Miguelrsquos performance could be related to substance abuse

Miguel needs to acknowledge that he needshelp He should contact the Employee Assistance Program (EAP) for help and have a conversation with HR or his supervisor Andray

Miguel is in denial He sees himself as a tough person who can just work through it and he is afraid he will lose his security clearance or his job

Ryan could contact Andray or HR to learn ways to help Miguel

Ryan doesnrsquot want to say anything that might hurt Miguel

Miguel returns to work after a car accident and is in denial about his addiction to painkillers

CRX-545 Drug-Free WorkplaceCRX-016 Privacy (US)Code of Ethics and Business Conduct ndash Labor and Other Costs Drug-Free Workplace

Report Violations Relevant Policies

What would you do if you were in this situation

If Andray reflected on the conversations he just had he might realize he needs to contact HR for help or have a private conversation with Miguel He should NOT have had that conversation in the hallway

Abusive use of legal drugs must be reported

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources)Karlrsquos frustration with Jon and Jonrsquos fear of postponing the demonstration hindered an open discussion of the risks of going forward Margaret attempted to find a solution and defuse the tension in the room

2524

CASE 3 ndash BADGE OF HONOR Key Issues Safety Program Integrity Customer Relationships

KarlSenior Engineer

MargaretDirector of Engineering

Given the situation what shouldeach of the characters do

What might be holding them backfrom doing the right thing

What questions should I be asking myself and others

Is there any way to modify the flight test plans to allow us to proceed but still ensure safety

Do I know the whole storyWhat donrsquot I know that mightimpact my decision-making

I need to learn more about the full extent of the customerrsquos requirements Is Jon right

Are there any alternative test approaches that might speed up diagnosing a problem

Who can I speak with to help me see the issues more clearly

I could speak with others on the team to help me better explain the risks and impacts to Jon and Margaret

I could talk with chief engineers on other programs about the situation as well as the customerrsquos engineering team

How can I reframe theissues so everyone can see the bigger picture

I need to show Jon that I am not attacking him personally but only sharing my experience and what I believe is best for the customer

Integrity is critical to maintaining trust with our customers How can we best convey the significance of Karlrsquos concern

Karl may be making incorrect assumptions about Jonrsquos experience keeping Karl from collaborating in addressing the issue

Margaret should have set expectations for respectful dialogue between Jon and Karl She should have picked up Karlrsquos badge and gone to speak with him

Margaret respects Karl but her assumptions about his ego may cause her to yield to pressure to not delay the demo

A high-profile flight demonstration has been scheduled when a problem arises with the generator oil system and Karl isnrsquot comfort-able signing off on the test results

CPS-001 Ethics and Business Conduct CPS-002 - Quality Mission Success and System Safety CPS-203 Employee CommunicationsCPS-070 Program Management Policies

Although there may not be a violation requiring reporting there are always multiple paths available for discussing any concerns (eg Ethics ESH HR GDampI security internal audit)

Jon should resist jumping to conclusions about Karlrsquos motivation He can seek to fully understand the issues while also acknowledging Karlrsquos expertise

Being new Jon may have been overly focused on not failing and may have made assumptions about jeopardizing his career

Margaret demonstrated this technique when she asked how the fuel could have leaked into the oil system - trying to help further diagnose the problem

What would you do if you were in this situation

JonProgram Manager

How can I explain my reasoning to Karl without making the issue feel so personal

I could speak with my customer counterpart about the issue - both for informational purposes and for any suggestions

I could explain to Karl that nobody wants to take unacceptable risks But that doesnrsquot mean there isnrsquot a valid discussion to have as to what is acceptable

I could ask Karl to explain in more detail what he has seen before on similar systems

Karl should better detail why he is concerned instead of insisting that Margaret trust his intuition

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Samantha had many opportunities to correct the situation but she ignored clear signs that even Amy could see We are all vulnerable to the same biases and therefore should all be open to probing ques-tions no matter from where they come Matt rationalized using loyalty points and falsifying expense re-ports for years as a result his employment was terminated Samantha was blinded by her long-stand-ing working relationship with Matt and received a written reprimand for dismissing Amyrsquos concerns 2726

CASE 4 ndash TRUST BUT VERIFY Key Issues Conflicts of Interest Business Courtesies Leadership Interpersonal Skills Expense Reporting Fraud

SamanthaVice President

MattExecutive Assistant

AmyTeam Member

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why am I protecting Matt even at the expense of policy violations I need to meet with him as soon as possible and ask some tough questions

Do I know the whole story What donrsquot I know that might impact my decision-making

What do our policies say about loyalty points

I am not providing effective oversight I donrsquot know how much misconduct Matt committed I need to request a thorough audit of Mattrsquos expenses

Who can I speak with to help me see the issues more clearly

I donrsquot know if I would listen to anybody at this point

I should speak with my Ethics Officer to better understand all of the issues at stake

I need to speak with my direct supervisor about this

How can I reframe the issues so everyone can see the bigger picture

If I were Matt reframing wouldnrsquot make sense here I already crossed the line

I can speak with Amy and commend her for doing whatrsquos right

I would like to share that as a new team member I want to assume that we all follow the policies

Samantha needs to take action She should thank Amy and then follow up on her concerns as well as contact Travel Audit to review Mattrsquos and her own expense records

Because of her reliance on Matt her sympathy towards his situation and her VIP treat-ment at the conference center Samantha is biased in assessing Mattrsquos actions leading to a conflict of interest

Even though shersquos new Amy shouldtake action by talking with her immedi-ate supervisor

Amy may not fully understand Lockheed Mar-tinrsquos culture of integrity Instead shersquos been shut down by two people in her department one of whom is the VP so she may be ques-tioning whether she is in the right or wrong

Samantha relies so heavily on Matt for support that she is in denial of serious issues of financial mismanagement

CRX-014 Individual Conflicts of InterestCPS-008 Gifts Hospitality Other Business Courtesies

CRX-326 Business Meetings Events and Entertainment

Mattrsquos mischarging and abuse of the Gifts policy must be reported

Matt needs to be honest with Samantha and tell her what hersquos done

Once Matt crossed the line he finds it easier to keep rationalizing his actions Hersquos convinced himself that hersquos entitled to the loyalty points and as long as he pays back the expenses personal use of the company card is ok

Why havenrsquot I learned from my past experiences How can I make it right Have I been fair to Samantha who has been trying to help me

Who else can I talk to about this Is it ever OK to keep loyalty points I should check with my Ethics Officer

What would you do if you were in this situation

What do the policies say Do I understand the consequences of my actions for me and for Samantha

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) We need to be very mindful of our words to ensure that collaboration tools donrsquot become collaboration weapons Dave as well as Roxie and Lauren needed to focus on their individual responsibility for their actions or inaction For their own reasons all three members of the team let biases and assumptions guide their decision-making For Lauren her failure to act as a leader had significant consequences

2928

CASE 5 ndash JUST SLACK OFF (REQUIRED) Key Issues Racial Discrimination and Harassment Misuse of Collaboration Tools Leadership Failure to Act Charging Practices

DaveEngineer

RoxieEngineer

LaurenManager

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Do I really understand why I wasnrsquot promoted Why does Roxie think what I said could be considered racist language

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to check to see what policies there are defining harassment discrimination and how to handle any inappropriate online comments

Do I even know what is deemed acceptable and unacceptable language I better go back and read every post I also need to learn more about the possible time mischarging

Do I have any development needs of which I am not aware Do I know for a fact that James wasnrsquot qualified for the promotion or am I just making assumptions

Who can I speak with to help me see the issues more clearly

I could discuss this issue with my GDampI representative to help develop a better strategy for confronting offensive language

I am obviously not connecting with Roxie Who can I speak with to help me have a constructive conversation about these issues

I would need to start with some basic diversity and inclusion training before I would be able to reframe the issue

I could request guidance on how to address these behaviors from my HR Business Partner and our businessarearsquos GDampI leader

How can I reframe the issues so everyone can see the bigger picture

I know James is on the team Slack channel I could ask Lauren if she realizes the impact this is having on James And what if the customer hears about this

I need to show that the issue is not about James but is about how we work together as a team with mutual respect in a harassment-free work environment

Dave should seek a constructive way to handle his disappointment recognizing the destructive consequences of his words and actions

Dave is not open to seeing how he isnrsquot a victim and how his words are offensive

Lauren needs to assert a leadership role to restore respect and to take appropriate action when a team member expresses concern about the behavior of another

Lauren may be conflict adverse and hoping that she can skirt past the issue instead of taking action

The powerful collaboration tools at our disposal can be abused There are times when someone who wouldnrsquot use discriminatory and offensive language out loud will be less thoughtful when they are online

CPS-003 Nondiscrimination and Equal Employment Opportunity CRX-253 Social Media CMS-505 Direct charging

CPS-564 Harassment Free Workplace CPS-001 Ethics and Business Conduct CPS-203 Employee Communications

Roxie should continue to seek help in addressing her concerns and should not feel obligated to engage in online debate

Roxie may think that her defense of James justifies any action she takes

If I separate out the offensive language what are Daversquos real concerns How do I encourage Dave to raise those concerns with Lauren

Am I using Jamesrsquo promotion as an excuse to avoid difficult conversations Do I really understand why Roxie is so upset

What would you do if you were in this situation

Daversquos and other team membersrsquo offensive posts should be reported

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Short-sighted behavior took over everyonersquos thinking In the rush for personal gain Joseph and Dan-ielle risked jeopardizing the business relationship between Base5 and Lockheed Martin Joseph was ldquodisrespectfulrdquo in his relationship with Troy but she was not able to manage the situation Josephrsquos two-week suspension without pay was a discipline In most instances Josephrsquos employment would have been terminated for sharing a competitorrsquos pricing data with another supplier 3130

CASE 6 ndash NO CONFLICT HERE FOLKS Key Issues Conflicts of Interest Sensitive Information

TroyProject Manager

JosephEngineer

DanielleSupplier

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why wasnrsquot I more firm with Joseph about the conflict of interest disclosure when he first approached me What exactly is the nature of Josephrsquos relationship with Danielle and Base5

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to learn more about whatrsquos going on with Base5 I also need to review my restric-tions on releasing confidential information as well as my obligation to disclose even potential conflicts of interest

I should check both my post-employment agreement with the company as well as Base5rsquos policy on proprietary information Itrsquos too late now though I should have done that BEFORE I got the data from Joseph

I should refresh my understanding of the policy on sharing proprietary information

Who can I speak with to help me see the issues more clearly

I could schedule some time with Troy to talk about my career path maybe even ask about an internal mentoror meet with my HR Business Partner for development advice

At this point I donrsquot think I can reframe Sometimes there isnrsquot a way to reframe the issue if someone like Danielle has so clearly and willfully crossed the line

I need to speak with a colleague Legal or Ethics to identify all of the issues and what to do next

I need to speak with some of my colleagues at Base5 to get a reality check on expectations

How can I reframe the issues so everyone can see the bigger picture

I need to work with Joseph to help him understand the damage he caused and that his leadership growth depends on his ability to see the bigger picture

Troy should immediately report Joesphrsquos information sharing to Legal and speak to her leadership about the relationship with Base5

Embarrassed by her lack of oversight for Joseph Troy may be hesitant to take full responsibility for the issue

Danielle should speak with her new leadership andor the Legal department at Base5 to disclose her relationship with Joseph

Daniellersquos desire to win the business is leading her to rationalize putting Joseph in a compromising position and using him to obtain information she knows she should not have

In his drive to advance professionally Joseph forgets his obligation to protect proprietary information

Code of Ethics and Business Conduct ndash Sensitive InformationCRX-014 Individual Conflicts of InterestCRX-015 Protection of Sensitive Information

Joseph should come clean with Troy about his relationship with Danielle and Base5 and disclose what documentation he shared with her as well as his potential conflict of interest

Joseph dug himself in a deep hole He may feel too embarrassed to admit he is in over his head

In my current role how can I develop my abilities toward my goal of program man-agement Are there any limitations to my working with Danielle as a mentor Why is Danielle so eager to help me

Am I jeopardizing Base5rsquos relationship with Lockheed Martin I really do think Joseph has tremendous potential - am I jeopardizing his career as well as my own

What would you do if you were in this situation

Josephrsquos failure to protect sensitive information as well as his conflict of interest should be reported

Case 5Slack posts must adhere to Lockheed Martin policies

bull Remember to keep it respectful professional and in line with Lockheed Martinrsquos values CPS-001 Ethics and Business Conduct and our Code of Conduct) on page 32 and 33bull Disrespectful offensive or harassing content including posts memes linked content or graphics to included channels and content in violation of Lockheed Martin policies will not be toleratedbull Be mindful of your use of Lockheed Martin computing assets and the time you spend for non-work purposes non-work use should be limited to a reasonable duration and frequency Time should be accurately recorded See CPS-007 Personal Use of Lockheed Martin Assets for further guidancebull If you want to report a post identify the misconduct (ie violation of policy etc) and follow the instructions on how to flag an inappropriate comment using the Report as Inappropriate app An appropriate functional representative will be notified and appropriate action will be taken bull The Ethics Office produced a video on Respectfully Using Collaboration Tools

Support a Safe Inclusive Environment In and Out of the Workplacebull Remain committed to CPS-003 Non-Discrimination Equal Employment Opportunity policy which ensures equal employment and treatment without regard to race ethnicity religion veteran status sexual orientation gender identity or expression and other factors This includes recruitment and aspects of employment such as promotions compensation and training Ensuring equal opportunity for all employees is critical to maintaining an inclusive work environmentbull Take action to intervene when behavior occurs that goes against our commitment to maintain a professional work environment that is free from harassment threats and acts of violence Examples of unacceptable conduct may range from inappropriate language to bullying to abusive or intimidating acts Review CPS-564 Harassment-Free Workplace and CRX-053 Workplace Security for additional informationbull Be prepared to share your concerns early with EEO Investigations eeo-investigationslmlmcocom your leader HR Business Partner and Global Diversity and Inclusion You can also email or call Ethics at 800-LM-ETHIC (800-563-8442) or 800-441-7457 (for the hearing or speech impaired)

Case 6There are numerous resources for employees looking for more information on issues relating to sensitive informationLockheed Martinrsquos Counterintelligence Operations amp Corporate Investigations -httpseo-sharepointexternallmcocomsitesConnectSecurityWebindexhtmlcoiCounterintelligenceLockheed Martin Counterintelligence Operations Slack Channel-lm-counterintelligence httpslockheedmartinslackcomarchivesC0135UWJ891FBI Economic Counterintelligence Awareness -httpswwwfbigovinvestigatecounterintelligenceDirector of National Intelligence Counterintelligence Awareness -httpswwwdnigovindexphpncsc-how-we-workncsc-know-the-risk-raise-your-shieldncsc-awareness-materialsLockheed Martinrsquos Corporate Information Security Cyber Crossroads Sensitive Information Quick Reference Guide -httpseo-sharepoint-restrictedexternallmcocomsitesICampaignCybersecurityTutorialsSensitive_Info_Quick_Ref_Guidepdf

Additional Information and Resources Along with the Closing Remarks in each case summary the details below may be useful in a brief wrap-up discussion after the closing video

Case 1Thanks to the team at Sikorsky Australia for their subject matter guidance

Case 2bull Behaviors at work that may indicate impairment from drugs may include arriving late and leaving work early commonly appearing drowsy at work taking longer time than normal to accomplish tasks and making unexplained work errorsbull Although private health matters are a personal issue when a medical condition adversely affects work performance it is the responsibility of the employer to address it Addiction is not just based on physical dependence on a substance One of the criteria for diagnosis is ldquofailure to fulfill major role obligations at work school or homerdquoLockheed Martin offers the services of the Guidance Resources Employee Assistance Program

84488069143125950074 (expats)8006970353 (TDD)247 access

Guidanceresourcescom Username LockheedMartinPassword Employee1

In addition SAMHSA has a national substance abuse hotline that may be a useful resource httpswwwsamhsagovfind-helpnational-helpline

Case 3There are many examples of Lockheed Martin employees stepping up and doing the right thing even when the pressure is great Annually one such employee is recognized with the NOVA Award for Ethics a prestigious award that recognizes a Lockheed Martin employee for extraordinary actions or behavior that exemplify the Corporationrsquos commitment to ldquosetting the standardrdquo for ethical business conduct and integrityWhile Karlrsquos commitment to doing whatrsquos right was commendable his slamming his badge on the table was not He would likely be counseled on this behaviorhttpsethicscorplmcocomNova_Award

Case 4 Section 46 of CRX-326 Business Meetings Events and Entertainment statesEvent arrangers must not accept supplier incentives such as meeting planner points but may keep frequent flyerguest milespoints that they incur in the course of related travel

See CPS-008 Gifts amp Business Courtesies

3332

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources)Karlrsquos frustration with Jon and Jonrsquos fear of postponing the demonstration hindered an open discussion of the risks of going forward Margaret attempted to find a solution and defuse the tension in the room

2524

CASE 3 ndash BADGE OF HONOR Key Issues Safety Program Integrity Customer Relationships

KarlSenior Engineer

MargaretDirector of Engineering

Given the situation what shouldeach of the characters do

What might be holding them backfrom doing the right thing

What questions should I be asking myself and others

Is there any way to modify the flight test plans to allow us to proceed but still ensure safety

Do I know the whole storyWhat donrsquot I know that mightimpact my decision-making

I need to learn more about the full extent of the customerrsquos requirements Is Jon right

Are there any alternative test approaches that might speed up diagnosing a problem

Who can I speak with to help me see the issues more clearly

I could speak with others on the team to help me better explain the risks and impacts to Jon and Margaret

I could talk with chief engineers on other programs about the situation as well as the customerrsquos engineering team

How can I reframe theissues so everyone can see the bigger picture

I need to show Jon that I am not attacking him personally but only sharing my experience and what I believe is best for the customer

Integrity is critical to maintaining trust with our customers How can we best convey the significance of Karlrsquos concern

Karl may be making incorrect assumptions about Jonrsquos experience keeping Karl from collaborating in addressing the issue

Margaret should have set expectations for respectful dialogue between Jon and Karl She should have picked up Karlrsquos badge and gone to speak with him

Margaret respects Karl but her assumptions about his ego may cause her to yield to pressure to not delay the demo

A high-profile flight demonstration has been scheduled when a problem arises with the generator oil system and Karl isnrsquot comfort-able signing off on the test results

CPS-001 Ethics and Business Conduct CPS-002 - Quality Mission Success and System Safety CPS-203 Employee CommunicationsCPS-070 Program Management Policies

Although there may not be a violation requiring reporting there are always multiple paths available for discussing any concerns (eg Ethics ESH HR GDampI security internal audit)

Jon should resist jumping to conclusions about Karlrsquos motivation He can seek to fully understand the issues while also acknowledging Karlrsquos expertise

Being new Jon may have been overly focused on not failing and may have made assumptions about jeopardizing his career

Margaret demonstrated this technique when she asked how the fuel could have leaked into the oil system - trying to help further diagnose the problem

What would you do if you were in this situation

JonProgram Manager

How can I explain my reasoning to Karl without making the issue feel so personal

I could speak with my customer counterpart about the issue - both for informational purposes and for any suggestions

I could explain to Karl that nobody wants to take unacceptable risks But that doesnrsquot mean there isnrsquot a valid discussion to have as to what is acceptable

I could ask Karl to explain in more detail what he has seen before on similar systems

Karl should better detail why he is concerned instead of insisting that Margaret trust his intuition

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Samantha had many opportunities to correct the situation but she ignored clear signs that even Amy could see We are all vulnerable to the same biases and therefore should all be open to probing ques-tions no matter from where they come Matt rationalized using loyalty points and falsifying expense re-ports for years as a result his employment was terminated Samantha was blinded by her long-stand-ing working relationship with Matt and received a written reprimand for dismissing Amyrsquos concerns 2726

CASE 4 ndash TRUST BUT VERIFY Key Issues Conflicts of Interest Business Courtesies Leadership Interpersonal Skills Expense Reporting Fraud

SamanthaVice President

MattExecutive Assistant

AmyTeam Member

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why am I protecting Matt even at the expense of policy violations I need to meet with him as soon as possible and ask some tough questions

Do I know the whole story What donrsquot I know that might impact my decision-making

What do our policies say about loyalty points

I am not providing effective oversight I donrsquot know how much misconduct Matt committed I need to request a thorough audit of Mattrsquos expenses

Who can I speak with to help me see the issues more clearly

I donrsquot know if I would listen to anybody at this point

I should speak with my Ethics Officer to better understand all of the issues at stake

I need to speak with my direct supervisor about this

How can I reframe the issues so everyone can see the bigger picture

If I were Matt reframing wouldnrsquot make sense here I already crossed the line

I can speak with Amy and commend her for doing whatrsquos right

I would like to share that as a new team member I want to assume that we all follow the policies

Samantha needs to take action She should thank Amy and then follow up on her concerns as well as contact Travel Audit to review Mattrsquos and her own expense records

Because of her reliance on Matt her sympathy towards his situation and her VIP treat-ment at the conference center Samantha is biased in assessing Mattrsquos actions leading to a conflict of interest

Even though shersquos new Amy shouldtake action by talking with her immedi-ate supervisor

Amy may not fully understand Lockheed Mar-tinrsquos culture of integrity Instead shersquos been shut down by two people in her department one of whom is the VP so she may be ques-tioning whether she is in the right or wrong

Samantha relies so heavily on Matt for support that she is in denial of serious issues of financial mismanagement

CRX-014 Individual Conflicts of InterestCPS-008 Gifts Hospitality Other Business Courtesies

CRX-326 Business Meetings Events and Entertainment

Mattrsquos mischarging and abuse of the Gifts policy must be reported

Matt needs to be honest with Samantha and tell her what hersquos done

Once Matt crossed the line he finds it easier to keep rationalizing his actions Hersquos convinced himself that hersquos entitled to the loyalty points and as long as he pays back the expenses personal use of the company card is ok

Why havenrsquot I learned from my past experiences How can I make it right Have I been fair to Samantha who has been trying to help me

Who else can I talk to about this Is it ever OK to keep loyalty points I should check with my Ethics Officer

What would you do if you were in this situation

What do the policies say Do I understand the consequences of my actions for me and for Samantha

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) We need to be very mindful of our words to ensure that collaboration tools donrsquot become collaboration weapons Dave as well as Roxie and Lauren needed to focus on their individual responsibility for their actions or inaction For their own reasons all three members of the team let biases and assumptions guide their decision-making For Lauren her failure to act as a leader had significant consequences

2928

CASE 5 ndash JUST SLACK OFF (REQUIRED) Key Issues Racial Discrimination and Harassment Misuse of Collaboration Tools Leadership Failure to Act Charging Practices

DaveEngineer

RoxieEngineer

LaurenManager

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Do I really understand why I wasnrsquot promoted Why does Roxie think what I said could be considered racist language

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to check to see what policies there are defining harassment discrimination and how to handle any inappropriate online comments

Do I even know what is deemed acceptable and unacceptable language I better go back and read every post I also need to learn more about the possible time mischarging

Do I have any development needs of which I am not aware Do I know for a fact that James wasnrsquot qualified for the promotion or am I just making assumptions

Who can I speak with to help me see the issues more clearly

I could discuss this issue with my GDampI representative to help develop a better strategy for confronting offensive language

I am obviously not connecting with Roxie Who can I speak with to help me have a constructive conversation about these issues

I would need to start with some basic diversity and inclusion training before I would be able to reframe the issue

I could request guidance on how to address these behaviors from my HR Business Partner and our businessarearsquos GDampI leader

How can I reframe the issues so everyone can see the bigger picture

I know James is on the team Slack channel I could ask Lauren if she realizes the impact this is having on James And what if the customer hears about this

I need to show that the issue is not about James but is about how we work together as a team with mutual respect in a harassment-free work environment

Dave should seek a constructive way to handle his disappointment recognizing the destructive consequences of his words and actions

Dave is not open to seeing how he isnrsquot a victim and how his words are offensive

Lauren needs to assert a leadership role to restore respect and to take appropriate action when a team member expresses concern about the behavior of another

Lauren may be conflict adverse and hoping that she can skirt past the issue instead of taking action

The powerful collaboration tools at our disposal can be abused There are times when someone who wouldnrsquot use discriminatory and offensive language out loud will be less thoughtful when they are online

CPS-003 Nondiscrimination and Equal Employment Opportunity CRX-253 Social Media CMS-505 Direct charging

CPS-564 Harassment Free Workplace CPS-001 Ethics and Business Conduct CPS-203 Employee Communications

Roxie should continue to seek help in addressing her concerns and should not feel obligated to engage in online debate

Roxie may think that her defense of James justifies any action she takes

If I separate out the offensive language what are Daversquos real concerns How do I encourage Dave to raise those concerns with Lauren

Am I using Jamesrsquo promotion as an excuse to avoid difficult conversations Do I really understand why Roxie is so upset

What would you do if you were in this situation

Daversquos and other team membersrsquo offensive posts should be reported

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Short-sighted behavior took over everyonersquos thinking In the rush for personal gain Joseph and Dan-ielle risked jeopardizing the business relationship between Base5 and Lockheed Martin Joseph was ldquodisrespectfulrdquo in his relationship with Troy but she was not able to manage the situation Josephrsquos two-week suspension without pay was a discipline In most instances Josephrsquos employment would have been terminated for sharing a competitorrsquos pricing data with another supplier 3130

CASE 6 ndash NO CONFLICT HERE FOLKS Key Issues Conflicts of Interest Sensitive Information

TroyProject Manager

JosephEngineer

DanielleSupplier

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why wasnrsquot I more firm with Joseph about the conflict of interest disclosure when he first approached me What exactly is the nature of Josephrsquos relationship with Danielle and Base5

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to learn more about whatrsquos going on with Base5 I also need to review my restric-tions on releasing confidential information as well as my obligation to disclose even potential conflicts of interest

I should check both my post-employment agreement with the company as well as Base5rsquos policy on proprietary information Itrsquos too late now though I should have done that BEFORE I got the data from Joseph

I should refresh my understanding of the policy on sharing proprietary information

Who can I speak with to help me see the issues more clearly

I could schedule some time with Troy to talk about my career path maybe even ask about an internal mentoror meet with my HR Business Partner for development advice

At this point I donrsquot think I can reframe Sometimes there isnrsquot a way to reframe the issue if someone like Danielle has so clearly and willfully crossed the line

I need to speak with a colleague Legal or Ethics to identify all of the issues and what to do next

I need to speak with some of my colleagues at Base5 to get a reality check on expectations

How can I reframe the issues so everyone can see the bigger picture

I need to work with Joseph to help him understand the damage he caused and that his leadership growth depends on his ability to see the bigger picture

Troy should immediately report Joesphrsquos information sharing to Legal and speak to her leadership about the relationship with Base5

Embarrassed by her lack of oversight for Joseph Troy may be hesitant to take full responsibility for the issue

Danielle should speak with her new leadership andor the Legal department at Base5 to disclose her relationship with Joseph

Daniellersquos desire to win the business is leading her to rationalize putting Joseph in a compromising position and using him to obtain information she knows she should not have

In his drive to advance professionally Joseph forgets his obligation to protect proprietary information

Code of Ethics and Business Conduct ndash Sensitive InformationCRX-014 Individual Conflicts of InterestCRX-015 Protection of Sensitive Information

Joseph should come clean with Troy about his relationship with Danielle and Base5 and disclose what documentation he shared with her as well as his potential conflict of interest

Joseph dug himself in a deep hole He may feel too embarrassed to admit he is in over his head

In my current role how can I develop my abilities toward my goal of program man-agement Are there any limitations to my working with Danielle as a mentor Why is Danielle so eager to help me

Am I jeopardizing Base5rsquos relationship with Lockheed Martin I really do think Joseph has tremendous potential - am I jeopardizing his career as well as my own

What would you do if you were in this situation

Josephrsquos failure to protect sensitive information as well as his conflict of interest should be reported

Case 5Slack posts must adhere to Lockheed Martin policies

bull Remember to keep it respectful professional and in line with Lockheed Martinrsquos values CPS-001 Ethics and Business Conduct and our Code of Conduct) on page 32 and 33bull Disrespectful offensive or harassing content including posts memes linked content or graphics to included channels and content in violation of Lockheed Martin policies will not be toleratedbull Be mindful of your use of Lockheed Martin computing assets and the time you spend for non-work purposes non-work use should be limited to a reasonable duration and frequency Time should be accurately recorded See CPS-007 Personal Use of Lockheed Martin Assets for further guidancebull If you want to report a post identify the misconduct (ie violation of policy etc) and follow the instructions on how to flag an inappropriate comment using the Report as Inappropriate app An appropriate functional representative will be notified and appropriate action will be taken bull The Ethics Office produced a video on Respectfully Using Collaboration Tools

Support a Safe Inclusive Environment In and Out of the Workplacebull Remain committed to CPS-003 Non-Discrimination Equal Employment Opportunity policy which ensures equal employment and treatment without regard to race ethnicity religion veteran status sexual orientation gender identity or expression and other factors This includes recruitment and aspects of employment such as promotions compensation and training Ensuring equal opportunity for all employees is critical to maintaining an inclusive work environmentbull Take action to intervene when behavior occurs that goes against our commitment to maintain a professional work environment that is free from harassment threats and acts of violence Examples of unacceptable conduct may range from inappropriate language to bullying to abusive or intimidating acts Review CPS-564 Harassment-Free Workplace and CRX-053 Workplace Security for additional informationbull Be prepared to share your concerns early with EEO Investigations eeo-investigationslmlmcocom your leader HR Business Partner and Global Diversity and Inclusion You can also email or call Ethics at 800-LM-ETHIC (800-563-8442) or 800-441-7457 (for the hearing or speech impaired)

Case 6There are numerous resources for employees looking for more information on issues relating to sensitive informationLockheed Martinrsquos Counterintelligence Operations amp Corporate Investigations -httpseo-sharepointexternallmcocomsitesConnectSecurityWebindexhtmlcoiCounterintelligenceLockheed Martin Counterintelligence Operations Slack Channel-lm-counterintelligence httpslockheedmartinslackcomarchivesC0135UWJ891FBI Economic Counterintelligence Awareness -httpswwwfbigovinvestigatecounterintelligenceDirector of National Intelligence Counterintelligence Awareness -httpswwwdnigovindexphpncsc-how-we-workncsc-know-the-risk-raise-your-shieldncsc-awareness-materialsLockheed Martinrsquos Corporate Information Security Cyber Crossroads Sensitive Information Quick Reference Guide -httpseo-sharepoint-restrictedexternallmcocomsitesICampaignCybersecurityTutorialsSensitive_Info_Quick_Ref_Guidepdf

Additional Information and Resources Along with the Closing Remarks in each case summary the details below may be useful in a brief wrap-up discussion after the closing video

Case 1Thanks to the team at Sikorsky Australia for their subject matter guidance

Case 2bull Behaviors at work that may indicate impairment from drugs may include arriving late and leaving work early commonly appearing drowsy at work taking longer time than normal to accomplish tasks and making unexplained work errorsbull Although private health matters are a personal issue when a medical condition adversely affects work performance it is the responsibility of the employer to address it Addiction is not just based on physical dependence on a substance One of the criteria for diagnosis is ldquofailure to fulfill major role obligations at work school or homerdquoLockheed Martin offers the services of the Guidance Resources Employee Assistance Program

84488069143125950074 (expats)8006970353 (TDD)247 access

Guidanceresourcescom Username LockheedMartinPassword Employee1

In addition SAMHSA has a national substance abuse hotline that may be a useful resource httpswwwsamhsagovfind-helpnational-helpline

Case 3There are many examples of Lockheed Martin employees stepping up and doing the right thing even when the pressure is great Annually one such employee is recognized with the NOVA Award for Ethics a prestigious award that recognizes a Lockheed Martin employee for extraordinary actions or behavior that exemplify the Corporationrsquos commitment to ldquosetting the standardrdquo for ethical business conduct and integrityWhile Karlrsquos commitment to doing whatrsquos right was commendable his slamming his badge on the table was not He would likely be counseled on this behaviorhttpsethicscorplmcocomNova_Award

Case 4 Section 46 of CRX-326 Business Meetings Events and Entertainment statesEvent arrangers must not accept supplier incentives such as meeting planner points but may keep frequent flyerguest milespoints that they incur in the course of related travel

See CPS-008 Gifts amp Business Courtesies

3332

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Samantha had many opportunities to correct the situation but she ignored clear signs that even Amy could see We are all vulnerable to the same biases and therefore should all be open to probing ques-tions no matter from where they come Matt rationalized using loyalty points and falsifying expense re-ports for years as a result his employment was terminated Samantha was blinded by her long-stand-ing working relationship with Matt and received a written reprimand for dismissing Amyrsquos concerns 2726

CASE 4 ndash TRUST BUT VERIFY Key Issues Conflicts of Interest Business Courtesies Leadership Interpersonal Skills Expense Reporting Fraud

SamanthaVice President

MattExecutive Assistant

AmyTeam Member

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why am I protecting Matt even at the expense of policy violations I need to meet with him as soon as possible and ask some tough questions

Do I know the whole story What donrsquot I know that might impact my decision-making

What do our policies say about loyalty points

I am not providing effective oversight I donrsquot know how much misconduct Matt committed I need to request a thorough audit of Mattrsquos expenses

Who can I speak with to help me see the issues more clearly

I donrsquot know if I would listen to anybody at this point

I should speak with my Ethics Officer to better understand all of the issues at stake

I need to speak with my direct supervisor about this

How can I reframe the issues so everyone can see the bigger picture

If I were Matt reframing wouldnrsquot make sense here I already crossed the line

I can speak with Amy and commend her for doing whatrsquos right

I would like to share that as a new team member I want to assume that we all follow the policies

Samantha needs to take action She should thank Amy and then follow up on her concerns as well as contact Travel Audit to review Mattrsquos and her own expense records

Because of her reliance on Matt her sympathy towards his situation and her VIP treat-ment at the conference center Samantha is biased in assessing Mattrsquos actions leading to a conflict of interest

Even though shersquos new Amy shouldtake action by talking with her immedi-ate supervisor

Amy may not fully understand Lockheed Mar-tinrsquos culture of integrity Instead shersquos been shut down by two people in her department one of whom is the VP so she may be ques-tioning whether she is in the right or wrong

Samantha relies so heavily on Matt for support that she is in denial of serious issues of financial mismanagement

CRX-014 Individual Conflicts of InterestCPS-008 Gifts Hospitality Other Business Courtesies

CRX-326 Business Meetings Events and Entertainment

Mattrsquos mischarging and abuse of the Gifts policy must be reported

Matt needs to be honest with Samantha and tell her what hersquos done

Once Matt crossed the line he finds it easier to keep rationalizing his actions Hersquos convinced himself that hersquos entitled to the loyalty points and as long as he pays back the expenses personal use of the company card is ok

Why havenrsquot I learned from my past experiences How can I make it right Have I been fair to Samantha who has been trying to help me

Who else can I talk to about this Is it ever OK to keep loyalty points I should check with my Ethics Officer

What would you do if you were in this situation

What do the policies say Do I understand the consequences of my actions for me and for Samantha

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) We need to be very mindful of our words to ensure that collaboration tools donrsquot become collaboration weapons Dave as well as Roxie and Lauren needed to focus on their individual responsibility for their actions or inaction For their own reasons all three members of the team let biases and assumptions guide their decision-making For Lauren her failure to act as a leader had significant consequences

2928

CASE 5 ndash JUST SLACK OFF (REQUIRED) Key Issues Racial Discrimination and Harassment Misuse of Collaboration Tools Leadership Failure to Act Charging Practices

DaveEngineer

RoxieEngineer

LaurenManager

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Do I really understand why I wasnrsquot promoted Why does Roxie think what I said could be considered racist language

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to check to see what policies there are defining harassment discrimination and how to handle any inappropriate online comments

Do I even know what is deemed acceptable and unacceptable language I better go back and read every post I also need to learn more about the possible time mischarging

Do I have any development needs of which I am not aware Do I know for a fact that James wasnrsquot qualified for the promotion or am I just making assumptions

Who can I speak with to help me see the issues more clearly

I could discuss this issue with my GDampI representative to help develop a better strategy for confronting offensive language

I am obviously not connecting with Roxie Who can I speak with to help me have a constructive conversation about these issues

I would need to start with some basic diversity and inclusion training before I would be able to reframe the issue

I could request guidance on how to address these behaviors from my HR Business Partner and our businessarearsquos GDampI leader

How can I reframe the issues so everyone can see the bigger picture

I know James is on the team Slack channel I could ask Lauren if she realizes the impact this is having on James And what if the customer hears about this

I need to show that the issue is not about James but is about how we work together as a team with mutual respect in a harassment-free work environment

Dave should seek a constructive way to handle his disappointment recognizing the destructive consequences of his words and actions

Dave is not open to seeing how he isnrsquot a victim and how his words are offensive

Lauren needs to assert a leadership role to restore respect and to take appropriate action when a team member expresses concern about the behavior of another

Lauren may be conflict adverse and hoping that she can skirt past the issue instead of taking action

The powerful collaboration tools at our disposal can be abused There are times when someone who wouldnrsquot use discriminatory and offensive language out loud will be less thoughtful when they are online

CPS-003 Nondiscrimination and Equal Employment Opportunity CRX-253 Social Media CMS-505 Direct charging

CPS-564 Harassment Free Workplace CPS-001 Ethics and Business Conduct CPS-203 Employee Communications

Roxie should continue to seek help in addressing her concerns and should not feel obligated to engage in online debate

Roxie may think that her defense of James justifies any action she takes

If I separate out the offensive language what are Daversquos real concerns How do I encourage Dave to raise those concerns with Lauren

Am I using Jamesrsquo promotion as an excuse to avoid difficult conversations Do I really understand why Roxie is so upset

What would you do if you were in this situation

Daversquos and other team membersrsquo offensive posts should be reported

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Short-sighted behavior took over everyonersquos thinking In the rush for personal gain Joseph and Dan-ielle risked jeopardizing the business relationship between Base5 and Lockheed Martin Joseph was ldquodisrespectfulrdquo in his relationship with Troy but she was not able to manage the situation Josephrsquos two-week suspension without pay was a discipline In most instances Josephrsquos employment would have been terminated for sharing a competitorrsquos pricing data with another supplier 3130

CASE 6 ndash NO CONFLICT HERE FOLKS Key Issues Conflicts of Interest Sensitive Information

TroyProject Manager

JosephEngineer

DanielleSupplier

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why wasnrsquot I more firm with Joseph about the conflict of interest disclosure when he first approached me What exactly is the nature of Josephrsquos relationship with Danielle and Base5

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to learn more about whatrsquos going on with Base5 I also need to review my restric-tions on releasing confidential information as well as my obligation to disclose even potential conflicts of interest

I should check both my post-employment agreement with the company as well as Base5rsquos policy on proprietary information Itrsquos too late now though I should have done that BEFORE I got the data from Joseph

I should refresh my understanding of the policy on sharing proprietary information

Who can I speak with to help me see the issues more clearly

I could schedule some time with Troy to talk about my career path maybe even ask about an internal mentoror meet with my HR Business Partner for development advice

At this point I donrsquot think I can reframe Sometimes there isnrsquot a way to reframe the issue if someone like Danielle has so clearly and willfully crossed the line

I need to speak with a colleague Legal or Ethics to identify all of the issues and what to do next

I need to speak with some of my colleagues at Base5 to get a reality check on expectations

How can I reframe the issues so everyone can see the bigger picture

I need to work with Joseph to help him understand the damage he caused and that his leadership growth depends on his ability to see the bigger picture

Troy should immediately report Joesphrsquos information sharing to Legal and speak to her leadership about the relationship with Base5

Embarrassed by her lack of oversight for Joseph Troy may be hesitant to take full responsibility for the issue

Danielle should speak with her new leadership andor the Legal department at Base5 to disclose her relationship with Joseph

Daniellersquos desire to win the business is leading her to rationalize putting Joseph in a compromising position and using him to obtain information she knows she should not have

In his drive to advance professionally Joseph forgets his obligation to protect proprietary information

Code of Ethics and Business Conduct ndash Sensitive InformationCRX-014 Individual Conflicts of InterestCRX-015 Protection of Sensitive Information

Joseph should come clean with Troy about his relationship with Danielle and Base5 and disclose what documentation he shared with her as well as his potential conflict of interest

Joseph dug himself in a deep hole He may feel too embarrassed to admit he is in over his head

In my current role how can I develop my abilities toward my goal of program man-agement Are there any limitations to my working with Danielle as a mentor Why is Danielle so eager to help me

Am I jeopardizing Base5rsquos relationship with Lockheed Martin I really do think Joseph has tremendous potential - am I jeopardizing his career as well as my own

What would you do if you were in this situation

Josephrsquos failure to protect sensitive information as well as his conflict of interest should be reported

Case 5Slack posts must adhere to Lockheed Martin policies

bull Remember to keep it respectful professional and in line with Lockheed Martinrsquos values CPS-001 Ethics and Business Conduct and our Code of Conduct) on page 32 and 33bull Disrespectful offensive or harassing content including posts memes linked content or graphics to included channels and content in violation of Lockheed Martin policies will not be toleratedbull Be mindful of your use of Lockheed Martin computing assets and the time you spend for non-work purposes non-work use should be limited to a reasonable duration and frequency Time should be accurately recorded See CPS-007 Personal Use of Lockheed Martin Assets for further guidancebull If you want to report a post identify the misconduct (ie violation of policy etc) and follow the instructions on how to flag an inappropriate comment using the Report as Inappropriate app An appropriate functional representative will be notified and appropriate action will be taken bull The Ethics Office produced a video on Respectfully Using Collaboration Tools

Support a Safe Inclusive Environment In and Out of the Workplacebull Remain committed to CPS-003 Non-Discrimination Equal Employment Opportunity policy which ensures equal employment and treatment without regard to race ethnicity religion veteran status sexual orientation gender identity or expression and other factors This includes recruitment and aspects of employment such as promotions compensation and training Ensuring equal opportunity for all employees is critical to maintaining an inclusive work environmentbull Take action to intervene when behavior occurs that goes against our commitment to maintain a professional work environment that is free from harassment threats and acts of violence Examples of unacceptable conduct may range from inappropriate language to bullying to abusive or intimidating acts Review CPS-564 Harassment-Free Workplace and CRX-053 Workplace Security for additional informationbull Be prepared to share your concerns early with EEO Investigations eeo-investigationslmlmcocom your leader HR Business Partner and Global Diversity and Inclusion You can also email or call Ethics at 800-LM-ETHIC (800-563-8442) or 800-441-7457 (for the hearing or speech impaired)

Case 6There are numerous resources for employees looking for more information on issues relating to sensitive informationLockheed Martinrsquos Counterintelligence Operations amp Corporate Investigations -httpseo-sharepointexternallmcocomsitesConnectSecurityWebindexhtmlcoiCounterintelligenceLockheed Martin Counterintelligence Operations Slack Channel-lm-counterintelligence httpslockheedmartinslackcomarchivesC0135UWJ891FBI Economic Counterintelligence Awareness -httpswwwfbigovinvestigatecounterintelligenceDirector of National Intelligence Counterintelligence Awareness -httpswwwdnigovindexphpncsc-how-we-workncsc-know-the-risk-raise-your-shieldncsc-awareness-materialsLockheed Martinrsquos Corporate Information Security Cyber Crossroads Sensitive Information Quick Reference Guide -httpseo-sharepoint-restrictedexternallmcocomsitesICampaignCybersecurityTutorialsSensitive_Info_Quick_Ref_Guidepdf

Additional Information and Resources Along with the Closing Remarks in each case summary the details below may be useful in a brief wrap-up discussion after the closing video

Case 1Thanks to the team at Sikorsky Australia for their subject matter guidance

Case 2bull Behaviors at work that may indicate impairment from drugs may include arriving late and leaving work early commonly appearing drowsy at work taking longer time than normal to accomplish tasks and making unexplained work errorsbull Although private health matters are a personal issue when a medical condition adversely affects work performance it is the responsibility of the employer to address it Addiction is not just based on physical dependence on a substance One of the criteria for diagnosis is ldquofailure to fulfill major role obligations at work school or homerdquoLockheed Martin offers the services of the Guidance Resources Employee Assistance Program

84488069143125950074 (expats)8006970353 (TDD)247 access

Guidanceresourcescom Username LockheedMartinPassword Employee1

In addition SAMHSA has a national substance abuse hotline that may be a useful resource httpswwwsamhsagovfind-helpnational-helpline

Case 3There are many examples of Lockheed Martin employees stepping up and doing the right thing even when the pressure is great Annually one such employee is recognized with the NOVA Award for Ethics a prestigious award that recognizes a Lockheed Martin employee for extraordinary actions or behavior that exemplify the Corporationrsquos commitment to ldquosetting the standardrdquo for ethical business conduct and integrityWhile Karlrsquos commitment to doing whatrsquos right was commendable his slamming his badge on the table was not He would likely be counseled on this behaviorhttpsethicscorplmcocomNova_Award

Case 4 Section 46 of CRX-326 Business Meetings Events and Entertainment statesEvent arrangers must not accept supplier incentives such as meeting planner points but may keep frequent flyerguest milespoints that they incur in the course of related travel

See CPS-008 Gifts amp Business Courtesies

3332

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) We need to be very mindful of our words to ensure that collaboration tools donrsquot become collaboration weapons Dave as well as Roxie and Lauren needed to focus on their individual responsibility for their actions or inaction For their own reasons all three members of the team let biases and assumptions guide their decision-making For Lauren her failure to act as a leader had significant consequences

2928

CASE 5 ndash JUST SLACK OFF (REQUIRED) Key Issues Racial Discrimination and Harassment Misuse of Collaboration Tools Leadership Failure to Act Charging Practices

DaveEngineer

RoxieEngineer

LaurenManager

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Do I really understand why I wasnrsquot promoted Why does Roxie think what I said could be considered racist language

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to check to see what policies there are defining harassment discrimination and how to handle any inappropriate online comments

Do I even know what is deemed acceptable and unacceptable language I better go back and read every post I also need to learn more about the possible time mischarging

Do I have any development needs of which I am not aware Do I know for a fact that James wasnrsquot qualified for the promotion or am I just making assumptions

Who can I speak with to help me see the issues more clearly

I could discuss this issue with my GDampI representative to help develop a better strategy for confronting offensive language

I am obviously not connecting with Roxie Who can I speak with to help me have a constructive conversation about these issues

I would need to start with some basic diversity and inclusion training before I would be able to reframe the issue

I could request guidance on how to address these behaviors from my HR Business Partner and our businessarearsquos GDampI leader

How can I reframe the issues so everyone can see the bigger picture

I know James is on the team Slack channel I could ask Lauren if she realizes the impact this is having on James And what if the customer hears about this

I need to show that the issue is not about James but is about how we work together as a team with mutual respect in a harassment-free work environment

Dave should seek a constructive way to handle his disappointment recognizing the destructive consequences of his words and actions

Dave is not open to seeing how he isnrsquot a victim and how his words are offensive

Lauren needs to assert a leadership role to restore respect and to take appropriate action when a team member expresses concern about the behavior of another

Lauren may be conflict adverse and hoping that she can skirt past the issue instead of taking action

The powerful collaboration tools at our disposal can be abused There are times when someone who wouldnrsquot use discriminatory and offensive language out loud will be less thoughtful when they are online

CPS-003 Nondiscrimination and Equal Employment Opportunity CRX-253 Social Media CMS-505 Direct charging

CPS-564 Harassment Free Workplace CPS-001 Ethics and Business Conduct CPS-203 Employee Communications

Roxie should continue to seek help in addressing her concerns and should not feel obligated to engage in online debate

Roxie may think that her defense of James justifies any action she takes

If I separate out the offensive language what are Daversquos real concerns How do I encourage Dave to raise those concerns with Lauren

Am I using Jamesrsquo promotion as an excuse to avoid difficult conversations Do I really understand why Roxie is so upset

What would you do if you were in this situation

Daversquos and other team membersrsquo offensive posts should be reported

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Short-sighted behavior took over everyonersquos thinking In the rush for personal gain Joseph and Dan-ielle risked jeopardizing the business relationship between Base5 and Lockheed Martin Joseph was ldquodisrespectfulrdquo in his relationship with Troy but she was not able to manage the situation Josephrsquos two-week suspension without pay was a discipline In most instances Josephrsquos employment would have been terminated for sharing a competitorrsquos pricing data with another supplier 3130

CASE 6 ndash NO CONFLICT HERE FOLKS Key Issues Conflicts of Interest Sensitive Information

TroyProject Manager

JosephEngineer

DanielleSupplier

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why wasnrsquot I more firm with Joseph about the conflict of interest disclosure when he first approached me What exactly is the nature of Josephrsquos relationship with Danielle and Base5

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to learn more about whatrsquos going on with Base5 I also need to review my restric-tions on releasing confidential information as well as my obligation to disclose even potential conflicts of interest

I should check both my post-employment agreement with the company as well as Base5rsquos policy on proprietary information Itrsquos too late now though I should have done that BEFORE I got the data from Joseph

I should refresh my understanding of the policy on sharing proprietary information

Who can I speak with to help me see the issues more clearly

I could schedule some time with Troy to talk about my career path maybe even ask about an internal mentoror meet with my HR Business Partner for development advice

At this point I donrsquot think I can reframe Sometimes there isnrsquot a way to reframe the issue if someone like Danielle has so clearly and willfully crossed the line

I need to speak with a colleague Legal or Ethics to identify all of the issues and what to do next

I need to speak with some of my colleagues at Base5 to get a reality check on expectations

How can I reframe the issues so everyone can see the bigger picture

I need to work with Joseph to help him understand the damage he caused and that his leadership growth depends on his ability to see the bigger picture

Troy should immediately report Joesphrsquos information sharing to Legal and speak to her leadership about the relationship with Base5

Embarrassed by her lack of oversight for Joseph Troy may be hesitant to take full responsibility for the issue

Danielle should speak with her new leadership andor the Legal department at Base5 to disclose her relationship with Joseph

Daniellersquos desire to win the business is leading her to rationalize putting Joseph in a compromising position and using him to obtain information she knows she should not have

In his drive to advance professionally Joseph forgets his obligation to protect proprietary information

Code of Ethics and Business Conduct ndash Sensitive InformationCRX-014 Individual Conflicts of InterestCRX-015 Protection of Sensitive Information

Joseph should come clean with Troy about his relationship with Danielle and Base5 and disclose what documentation he shared with her as well as his potential conflict of interest

Joseph dug himself in a deep hole He may feel too embarrassed to admit he is in over his head

In my current role how can I develop my abilities toward my goal of program man-agement Are there any limitations to my working with Danielle as a mentor Why is Danielle so eager to help me

Am I jeopardizing Base5rsquos relationship with Lockheed Martin I really do think Joseph has tremendous potential - am I jeopardizing his career as well as my own

What would you do if you were in this situation

Josephrsquos failure to protect sensitive information as well as his conflict of interest should be reported

Case 5Slack posts must adhere to Lockheed Martin policies

bull Remember to keep it respectful professional and in line with Lockheed Martinrsquos values CPS-001 Ethics and Business Conduct and our Code of Conduct) on page 32 and 33bull Disrespectful offensive or harassing content including posts memes linked content or graphics to included channels and content in violation of Lockheed Martin policies will not be toleratedbull Be mindful of your use of Lockheed Martin computing assets and the time you spend for non-work purposes non-work use should be limited to a reasonable duration and frequency Time should be accurately recorded See CPS-007 Personal Use of Lockheed Martin Assets for further guidancebull If you want to report a post identify the misconduct (ie violation of policy etc) and follow the instructions on how to flag an inappropriate comment using the Report as Inappropriate app An appropriate functional representative will be notified and appropriate action will be taken bull The Ethics Office produced a video on Respectfully Using Collaboration Tools

Support a Safe Inclusive Environment In and Out of the Workplacebull Remain committed to CPS-003 Non-Discrimination Equal Employment Opportunity policy which ensures equal employment and treatment without regard to race ethnicity religion veteran status sexual orientation gender identity or expression and other factors This includes recruitment and aspects of employment such as promotions compensation and training Ensuring equal opportunity for all employees is critical to maintaining an inclusive work environmentbull Take action to intervene when behavior occurs that goes against our commitment to maintain a professional work environment that is free from harassment threats and acts of violence Examples of unacceptable conduct may range from inappropriate language to bullying to abusive or intimidating acts Review CPS-564 Harassment-Free Workplace and CRX-053 Workplace Security for additional informationbull Be prepared to share your concerns early with EEO Investigations eeo-investigationslmlmcocom your leader HR Business Partner and Global Diversity and Inclusion You can also email or call Ethics at 800-LM-ETHIC (800-563-8442) or 800-441-7457 (for the hearing or speech impaired)

Case 6There are numerous resources for employees looking for more information on issues relating to sensitive informationLockheed Martinrsquos Counterintelligence Operations amp Corporate Investigations -httpseo-sharepointexternallmcocomsitesConnectSecurityWebindexhtmlcoiCounterintelligenceLockheed Martin Counterintelligence Operations Slack Channel-lm-counterintelligence httpslockheedmartinslackcomarchivesC0135UWJ891FBI Economic Counterintelligence Awareness -httpswwwfbigovinvestigatecounterintelligenceDirector of National Intelligence Counterintelligence Awareness -httpswwwdnigovindexphpncsc-how-we-workncsc-know-the-risk-raise-your-shieldncsc-awareness-materialsLockheed Martinrsquos Corporate Information Security Cyber Crossroads Sensitive Information Quick Reference Guide -httpseo-sharepoint-restrictedexternallmcocomsitesICampaignCybersecurityTutorialsSensitive_Info_Quick_Ref_Guidepdf

Additional Information and Resources Along with the Closing Remarks in each case summary the details below may be useful in a brief wrap-up discussion after the closing video

Case 1Thanks to the team at Sikorsky Australia for their subject matter guidance

Case 2bull Behaviors at work that may indicate impairment from drugs may include arriving late and leaving work early commonly appearing drowsy at work taking longer time than normal to accomplish tasks and making unexplained work errorsbull Although private health matters are a personal issue when a medical condition adversely affects work performance it is the responsibility of the employer to address it Addiction is not just based on physical dependence on a substance One of the criteria for diagnosis is ldquofailure to fulfill major role obligations at work school or homerdquoLockheed Martin offers the services of the Guidance Resources Employee Assistance Program

84488069143125950074 (expats)8006970353 (TDD)247 access

Guidanceresourcescom Username LockheedMartinPassword Employee1

In addition SAMHSA has a national substance abuse hotline that may be a useful resource httpswwwsamhsagovfind-helpnational-helpline

Case 3There are many examples of Lockheed Martin employees stepping up and doing the right thing even when the pressure is great Annually one such employee is recognized with the NOVA Award for Ethics a prestigious award that recognizes a Lockheed Martin employee for extraordinary actions or behavior that exemplify the Corporationrsquos commitment to ldquosetting the standardrdquo for ethical business conduct and integrityWhile Karlrsquos commitment to doing whatrsquos right was commendable his slamming his badge on the table was not He would likely be counseled on this behaviorhttpsethicscorplmcocomNova_Award

Case 4 Section 46 of CRX-326 Business Meetings Events and Entertainment statesEvent arrangers must not accept supplier incentives such as meeting planner points but may keep frequent flyerguest milespoints that they incur in the course of related travel

See CPS-008 Gifts amp Business Courtesies

3332

Report Violations Relevant Policies CLOSING REMARKS (See Page 32 for Additional Information and Resources) Short-sighted behavior took over everyonersquos thinking In the rush for personal gain Joseph and Dan-ielle risked jeopardizing the business relationship between Base5 and Lockheed Martin Joseph was ldquodisrespectfulrdquo in his relationship with Troy but she was not able to manage the situation Josephrsquos two-week suspension without pay was a discipline In most instances Josephrsquos employment would have been terminated for sharing a competitorrsquos pricing data with another supplier 3130

CASE 6 ndash NO CONFLICT HERE FOLKS Key Issues Conflicts of Interest Sensitive Information

TroyProject Manager

JosephEngineer

DanielleSupplier

Given the situation what should each of the characters do

What might be holding them back from doing the right thing

What questions should I be asking myself and others

Why wasnrsquot I more firm with Joseph about the conflict of interest disclosure when he first approached me What exactly is the nature of Josephrsquos relationship with Danielle and Base5

Do I know the whole story What donrsquot I know that might impact my decision-making

I need to learn more about whatrsquos going on with Base5 I also need to review my restric-tions on releasing confidential information as well as my obligation to disclose even potential conflicts of interest

I should check both my post-employment agreement with the company as well as Base5rsquos policy on proprietary information Itrsquos too late now though I should have done that BEFORE I got the data from Joseph

I should refresh my understanding of the policy on sharing proprietary information

Who can I speak with to help me see the issues more clearly

I could schedule some time with Troy to talk about my career path maybe even ask about an internal mentoror meet with my HR Business Partner for development advice

At this point I donrsquot think I can reframe Sometimes there isnrsquot a way to reframe the issue if someone like Danielle has so clearly and willfully crossed the line

I need to speak with a colleague Legal or Ethics to identify all of the issues and what to do next

I need to speak with some of my colleagues at Base5 to get a reality check on expectations

How can I reframe the issues so everyone can see the bigger picture

I need to work with Joseph to help him understand the damage he caused and that his leadership growth depends on his ability to see the bigger picture

Troy should immediately report Joesphrsquos information sharing to Legal and speak to her leadership about the relationship with Base5

Embarrassed by her lack of oversight for Joseph Troy may be hesitant to take full responsibility for the issue

Danielle should speak with her new leadership andor the Legal department at Base5 to disclose her relationship with Joseph

Daniellersquos desire to win the business is leading her to rationalize putting Joseph in a compromising position and using him to obtain information she knows she should not have

In his drive to advance professionally Joseph forgets his obligation to protect proprietary information

Code of Ethics and Business Conduct ndash Sensitive InformationCRX-014 Individual Conflicts of InterestCRX-015 Protection of Sensitive Information

Joseph should come clean with Troy about his relationship with Danielle and Base5 and disclose what documentation he shared with her as well as his potential conflict of interest

Joseph dug himself in a deep hole He may feel too embarrassed to admit he is in over his head

In my current role how can I develop my abilities toward my goal of program man-agement Are there any limitations to my working with Danielle as a mentor Why is Danielle so eager to help me

Am I jeopardizing Base5rsquos relationship with Lockheed Martin I really do think Joseph has tremendous potential - am I jeopardizing his career as well as my own

What would you do if you were in this situation

Josephrsquos failure to protect sensitive information as well as his conflict of interest should be reported

Case 5Slack posts must adhere to Lockheed Martin policies

bull Remember to keep it respectful professional and in line with Lockheed Martinrsquos values CPS-001 Ethics and Business Conduct and our Code of Conduct) on page 32 and 33bull Disrespectful offensive or harassing content including posts memes linked content or graphics to included channels and content in violation of Lockheed Martin policies will not be toleratedbull Be mindful of your use of Lockheed Martin computing assets and the time you spend for non-work purposes non-work use should be limited to a reasonable duration and frequency Time should be accurately recorded See CPS-007 Personal Use of Lockheed Martin Assets for further guidancebull If you want to report a post identify the misconduct (ie violation of policy etc) and follow the instructions on how to flag an inappropriate comment using the Report as Inappropriate app An appropriate functional representative will be notified and appropriate action will be taken bull The Ethics Office produced a video on Respectfully Using Collaboration Tools

Support a Safe Inclusive Environment In and Out of the Workplacebull Remain committed to CPS-003 Non-Discrimination Equal Employment Opportunity policy which ensures equal employment and treatment without regard to race ethnicity religion veteran status sexual orientation gender identity or expression and other factors This includes recruitment and aspects of employment such as promotions compensation and training Ensuring equal opportunity for all employees is critical to maintaining an inclusive work environmentbull Take action to intervene when behavior occurs that goes against our commitment to maintain a professional work environment that is free from harassment threats and acts of violence Examples of unacceptable conduct may range from inappropriate language to bullying to abusive or intimidating acts Review CPS-564 Harassment-Free Workplace and CRX-053 Workplace Security for additional informationbull Be prepared to share your concerns early with EEO Investigations eeo-investigationslmlmcocom your leader HR Business Partner and Global Diversity and Inclusion You can also email or call Ethics at 800-LM-ETHIC (800-563-8442) or 800-441-7457 (for the hearing or speech impaired)

Case 6There are numerous resources for employees looking for more information on issues relating to sensitive informationLockheed Martinrsquos Counterintelligence Operations amp Corporate Investigations -httpseo-sharepointexternallmcocomsitesConnectSecurityWebindexhtmlcoiCounterintelligenceLockheed Martin Counterintelligence Operations Slack Channel-lm-counterintelligence httpslockheedmartinslackcomarchivesC0135UWJ891FBI Economic Counterintelligence Awareness -httpswwwfbigovinvestigatecounterintelligenceDirector of National Intelligence Counterintelligence Awareness -httpswwwdnigovindexphpncsc-how-we-workncsc-know-the-risk-raise-your-shieldncsc-awareness-materialsLockheed Martinrsquos Corporate Information Security Cyber Crossroads Sensitive Information Quick Reference Guide -httpseo-sharepoint-restrictedexternallmcocomsitesICampaignCybersecurityTutorialsSensitive_Info_Quick_Ref_Guidepdf

Additional Information and Resources Along with the Closing Remarks in each case summary the details below may be useful in a brief wrap-up discussion after the closing video

Case 1Thanks to the team at Sikorsky Australia for their subject matter guidance

Case 2bull Behaviors at work that may indicate impairment from drugs may include arriving late and leaving work early commonly appearing drowsy at work taking longer time than normal to accomplish tasks and making unexplained work errorsbull Although private health matters are a personal issue when a medical condition adversely affects work performance it is the responsibility of the employer to address it Addiction is not just based on physical dependence on a substance One of the criteria for diagnosis is ldquofailure to fulfill major role obligations at work school or homerdquoLockheed Martin offers the services of the Guidance Resources Employee Assistance Program

84488069143125950074 (expats)8006970353 (TDD)247 access

Guidanceresourcescom Username LockheedMartinPassword Employee1

In addition SAMHSA has a national substance abuse hotline that may be a useful resource httpswwwsamhsagovfind-helpnational-helpline

Case 3There are many examples of Lockheed Martin employees stepping up and doing the right thing even when the pressure is great Annually one such employee is recognized with the NOVA Award for Ethics a prestigious award that recognizes a Lockheed Martin employee for extraordinary actions or behavior that exemplify the Corporationrsquos commitment to ldquosetting the standardrdquo for ethical business conduct and integrityWhile Karlrsquos commitment to doing whatrsquos right was commendable his slamming his badge on the table was not He would likely be counseled on this behaviorhttpsethicscorplmcocomNova_Award

Case 4 Section 46 of CRX-326 Business Meetings Events and Entertainment statesEvent arrangers must not accept supplier incentives such as meeting planner points but may keep frequent flyerguest milespoints that they incur in the course of related travel

See CPS-008 Gifts amp Business Courtesies

3332

Case 5Slack posts must adhere to Lockheed Martin policies

bull Remember to keep it respectful professional and in line with Lockheed Martinrsquos values CPS-001 Ethics and Business Conduct and our Code of Conduct) on page 32 and 33bull Disrespectful offensive or harassing content including posts memes linked content or graphics to included channels and content in violation of Lockheed Martin policies will not be toleratedbull Be mindful of your use of Lockheed Martin computing assets and the time you spend for non-work purposes non-work use should be limited to a reasonable duration and frequency Time should be accurately recorded See CPS-007 Personal Use of Lockheed Martin Assets for further guidancebull If you want to report a post identify the misconduct (ie violation of policy etc) and follow the instructions on how to flag an inappropriate comment using the Report as Inappropriate app An appropriate functional representative will be notified and appropriate action will be taken bull The Ethics Office produced a video on Respectfully Using Collaboration Tools

Support a Safe Inclusive Environment In and Out of the Workplacebull Remain committed to CPS-003 Non-Discrimination Equal Employment Opportunity policy which ensures equal employment and treatment without regard to race ethnicity religion veteran status sexual orientation gender identity or expression and other factors This includes recruitment and aspects of employment such as promotions compensation and training Ensuring equal opportunity for all employees is critical to maintaining an inclusive work environmentbull Take action to intervene when behavior occurs that goes against our commitment to maintain a professional work environment that is free from harassment threats and acts of violence Examples of unacceptable conduct may range from inappropriate language to bullying to abusive or intimidating acts Review CPS-564 Harassment-Free Workplace and CRX-053 Workplace Security for additional informationbull Be prepared to share your concerns early with EEO Investigations eeo-investigationslmlmcocom your leader HR Business Partner and Global Diversity and Inclusion You can also email or call Ethics at 800-LM-ETHIC (800-563-8442) or 800-441-7457 (for the hearing or speech impaired)

Case 6There are numerous resources for employees looking for more information on issues relating to sensitive informationLockheed Martinrsquos Counterintelligence Operations amp Corporate Investigations -httpseo-sharepointexternallmcocomsitesConnectSecurityWebindexhtmlcoiCounterintelligenceLockheed Martin Counterintelligence Operations Slack Channel-lm-counterintelligence httpslockheedmartinslackcomarchivesC0135UWJ891FBI Economic Counterintelligence Awareness -httpswwwfbigovinvestigatecounterintelligenceDirector of National Intelligence Counterintelligence Awareness -httpswwwdnigovindexphpncsc-how-we-workncsc-know-the-risk-raise-your-shieldncsc-awareness-materialsLockheed Martinrsquos Corporate Information Security Cyber Crossroads Sensitive Information Quick Reference Guide -httpseo-sharepoint-restrictedexternallmcocomsitesICampaignCybersecurityTutorialsSensitive_Info_Quick_Ref_Guidepdf

Additional Information and Resources Along with the Closing Remarks in each case summary the details below may be useful in a brief wrap-up discussion after the closing video

Case 1Thanks to the team at Sikorsky Australia for their subject matter guidance

Case 2bull Behaviors at work that may indicate impairment from drugs may include arriving late and leaving work early commonly appearing drowsy at work taking longer time than normal to accomplish tasks and making unexplained work errorsbull Although private health matters are a personal issue when a medical condition adversely affects work performance it is the responsibility of the employer to address it Addiction is not just based on physical dependence on a substance One of the criteria for diagnosis is ldquofailure to fulfill major role obligations at work school or homerdquoLockheed Martin offers the services of the Guidance Resources Employee Assistance Program

84488069143125950074 (expats)8006970353 (TDD)247 access

Guidanceresourcescom Username LockheedMartinPassword Employee1

In addition SAMHSA has a national substance abuse hotline that may be a useful resource httpswwwsamhsagovfind-helpnational-helpline

Case 3There are many examples of Lockheed Martin employees stepping up and doing the right thing even when the pressure is great Annually one such employee is recognized with the NOVA Award for Ethics a prestigious award that recognizes a Lockheed Martin employee for extraordinary actions or behavior that exemplify the Corporationrsquos commitment to ldquosetting the standardrdquo for ethical business conduct and integrityWhile Karlrsquos commitment to doing whatrsquos right was commendable his slamming his badge on the table was not He would likely be counseled on this behaviorhttpsethicscorplmcocomNova_Award

Case 4 Section 46 of CRX-326 Business Meetings Events and Entertainment statesEvent arrangers must not accept supplier incentives such as meeting planner points but may keep frequent flyerguest milespoints that they incur in the course of related travel

See CPS-008 Gifts amp Business Courtesies

3332

Session Wrap Up

Your Concluding Messagebull Thank the participants

bull Remind employees to go online to acknowledge completion of the training (Or make sure all participants have signed the participation and acknowledgment sheet if online form is not available)

bull Inform employees that their feedback is important and ask that they complete the online feedback survey for participants when they receive email notification of the survey from Atlas Learning

bull Provide your concluding message

Sample Concluding MessageThank you for your participation I want to encourage you all to continue to talk and think about the importance of taking action and voicing our values This should not be a once-a-year dialogue Also I want to emphasize that as Lockheed Martin employees we are all encouraged to seek advice express concerns or report violations to the person with whom we are most comfortable your manager the local Ethics Officer Human Resources EEO Audit Legal or ESH

Our local Ethics Officer is___________________________ Phone_______________(Information available in Enterprise White Pages and LMPeople)

Acknowledge your completion of this session online at Atlas Learning gt My Learning Assignmentsgt 2021 Ethics Awareness Training (000001ILT21) gt Take Credit All participants who acknowledge completion of the training through Atlas Learning will receive a request to complete the Participant Survey via email If you led a session we have an additional survey we ask you complete Your feedback is important and you can complete the survey at httpsethicscorplmcocomAwareness_Training and click on the appropriate ldquoSurveyrdquo link OR Outside the firewall go to httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml and click on the appropriate ldquoSurveyrdquo link

Facilitation Dos and Donrsquots

Facilitation Dos Facilitation Donrsquots

Do send out a meeting notice to all participants well in advance of the scheduled session Include labor charging direction

Donrsquot wait until the last minute to schedule your session to avoid unnecessary make-up sessions

Do take the time to review the training materials understand the Voicing Our Values Techniques and select cases that are most relevant for your group Your Ethics Officer can help you with this

Donrsquot wait until yoursquore in the room to figure out how to facilitate the training

Donrsquot forget to encourage employees to contact their Ethics Officer at any time even for advice

Do test the computer you will use in the session before the meeting date Call IT Service Desk at 800-435-7063 for assistance if needed

Do set the expectation that remote employees will use Skype or Zoom if that capability is available

Do know the name and phone number for your teamrsquos Ethics Officer See ldquoYour Ethics Officerrdquo (httpsethicscorplmcocomYour_Ethics_Officer)

Donrsquot wait until the day of your session to test the computer and projection system yoursquoll be using

Donrsquot forget to involve employees participating remotely

Do take the initiative to get everyone involved in the activity and keep the conversation flowing around the room

Donrsquot let people ldquosit outrdquo the session without participating or allow one or two people to dominate the entire discussion

NOTE This page is available online in printable format

Internal httpsethicscorplmcocomAwareness_TrainingExternal httpswwwlockheedmartincomen-uswho-we-areethics ethics-awareness-training-resources

3534

Participation and Acknowledgment Every employee is required to record his or her participation in a training session

Online Most employees use the online training acknowledgment feature Visit the Atlas Learning website and ldquoMy Learning Assignmentsrdquo to take credit for 2021 Ethics Awareness Training (000001ILT21)

Manual For sites not using this online feature a hard copy of the participation and acknowledgment form is included as an insert with kits or may be downloaded at httpsethicscorplmcocomAwareness_Training

Training Evaluation FormAll participants who acknowledge completion of the training through Atlas Learning will receive a request to complete the Participant Survey via email

If you led a session we have an additional survey we ask you complete Your feedback is important and you can complete the survey at httpsethicscorplmcocomAwareness_Training and click on the appropriate ldquoSurveyrdquo link OR Outside the firewall go to httpswwwlockheedmartincomen-uswho-we-areethicsethics-awareness-training-resourceshtml and click on the appropriate ldquoSurveyrdquo link

3736

PARTICIPATION ANDACKNOWLEDGMENTFORM

Note Use of this form may not be required if your business unit tracks training online

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

NAME SIGNATURE EMPLOYEE ID

LM Company __________________________ Training Leader ______________________________________

Facility ____________________________ Employee Group __________________________________________

Session Location ____________________________ Date ______________________________________________

Return signed forms to your Ethics Office

2021 ETHICS AWARENESS TRAINING

wwwlockheedmartincomuswho-we-areethicshtml

With permission of the author the techniques suggested for dealing with values conflicts identified herein are based on the book Giving Voice to Values How to Speak Your Mind When You Know Whatrsquos Right by Mary C Gentile New Haven Yale University Press 2010

If you are interested in further exploring the ideas behind the techniques addressed in this yearrsquos training andor finding out where to purchase the book please visit wwwGivingVoiceToValuesTheBookcom

The scenarios reflect real situations that have occurred or might occur at Lockheed Martin but they do not replicate actual cases

copy2021 Lockheed Martin Corporationv185